A Chinese magnate has agreed to buy historic English football club Aston Villa, the latest in a series of investments from China into football worldwide as President Xi Jinping looks to make the country a global powerhouse in the sport.The deal, reportedly worth 60 million pounds, will see the chairman of little-known Recon Group, Xia Jiantong, become the first mainland Chinese to fully own an English team.Under the leadership of Xi, an avid fan, China has made it a goal to one day win the World Cup, and has ploughed huge amounts of investment into grassroots academies, television rights, transfer deals for overseas players and investment in clubs abroad.More broadly, Beijing is aiming to grow the domestic sports market to 5 trillion yuan ($782 billion) by 2025, about five times its current scale.China’s biggest overseas investment in football so far occurred in December last year, when a consortium led by state-backed China Media Capital took a $400 million stake in the owner of Villa’s far larger and wealthier rival, Manchester City.The Villa deal, however, with 100 per cent ownership, is not just an investment.“The Chinese ownership now get to decide how to run the club,” said Mark Dreyer, Beijing-based founder of sports information website China Sports Insider.Crosstown arch-rivals Birmingham City are also run from Asia, following the 2009 takeover by Hong Kong businessman Carson Yeung.Villa’s American owner Randy Lerner, who put the club on the market in 2014, struck the deal after former English champions Villa suffered a miserable season that left them relegated from the country’s top football league.Recon Group, Xia’s privately owned holding company, owns a controlling interest in five publicly listed companies on the Hong Kong and Chinese stock exchanges.The deal with American-educated Xia, 39, ends an unhappy tenure for Lerner, who bought the midlands club for 62.2 million pounds in 2006. Fans have openly demonstrated against his continued involvement with Villa, who were European champions in 1982 and have won the English top-flight title seven times.The club ended the recent season bottom of the English Premier League table, with only half the number of points of the next worst team.“Aston Villa’s relegation really played in their favour,” said Fredrik van Huynh, Shanghai-based director of HHC Sports Group. “It will have pushed down the price quite significantly.”Xia, who studied at Harvard University and has a doctorate, took to his official microblog late on Wednesday to wish the club’s fans “health and happiness”.Earlier this month he posted: “Go, Villa, Go! We will be back.”The club said Xia’s immediate objective was “to return Aston Villa to the Premier League and then to have the club finish in the top six, bringing European football back to Villa Park”.It added the deal would also help make Villa the most famous football club in China.Dreyer at China Sports Insider dismissed that as “simply ludicrous”, given the appeal of much bigger rivals such as Spain’s Barcelona and England’s Manchester United and Arsenal.“I think fans of the club will remain sceptical until it becomes clear what his true motivations are,” he added.
For as long as he can remember Chris Stewart has had the urge to sell. “Even in my school days, I was always selling,” he reminisced, attributing his salesman instinct to the fact his mother, Barbara, was a trader.However, when Stewart graduated from the North Ruimveldt Multilateral high school, he decided to take a job in the lab at Omai Gold Mines, analysing rock samples to determine where best to dig for gold. His entrepreneurial drive saw him a few years later, working for himself as a taxi driver, but his reputation as a good salesman meant he was the go-to guy for any friend or acquaintance who had items to sell. “I would have them in my trunk and would pop it if anyone needed anything,” he explained.That trunk operation would later evolve into a brick-and-mortar store, C&C Prestigeous Styles, on Regent Street, the commercial centre of Guyana, all thanks to Stewart’s love of hard-to-find American Eagle T-shirts.“I like wearing American Eagle and people would always come up to me and ask me where I got them.” So on a trip to Canada with his wife, he decided to bring back a few T-shirts for resale. Locals’ enthusiastic response made the decision to open a fashion boutique easy for Stewart and he registered his new business on February 12, 2009. His attention to detail, friendly personality and willingness to go the extra mile, as well as his careful selection of trendy styles and pendant for photo shoots showcasing his stock have earned many fans. His Instagram and Facebook profiles are filled with his latest styles on voluptuous models.Now as the fashion-forward boutique continues to celebrate nine years of operation, Stewart is grateful to still be in business, grateful to God and his customers and family.“We have been through the fire – literally,” he smiled ruefully, referring to a fire that almost wiped out the store in 2014. “Sometimes business is tough,” said the young businessman who returned to the taxi operator business, opening up Gemini Taxi Service last year with several cabs to help offset the economic downturn. “Now business is picking up and I am thankful… can’t complain, you know.”The customer appreciation and anniversary sale going on at C&C Prestigeous Styles is plenty evidence of his gratitude.He advises aspiring entrepreneurs to love whatever it is they want to do. “Don’t do it for the money; have heart for the business and make people look good… Don’t jump into business thinking it will be all good: you’ll make a lot of money all the time. There will be good days and there will be bad days, just stick to it.”Contact: 225-2494; 135 Regent Road, Bourda between Cummings & Light Streets above Julius Baby Store; www.instagram.com/ccprestigeousstyles/Want to be featured on the Business Page or know someone who should be or maybe you just have a comment? Contact firstname.lastname@example.org
It is said that talent cannot be taught and in the case of Philippe Coutinho, that mantra cannot be more true.The Liverpool star has emerged as one of the Reds’ most important players this season, enjoying an impressive run of form that sees him finally living up to the lofty expectations placed on his slender shoulders from a young age.But looking at the video above, it’s pretty obvious that Coutinho was destined to become a twinkle-toed talisman, as a young Philippe dazzles on the futsal court.The footage shows a precocious 13-year-old Coutinho turning on the style that eventually saw him thrust into the Vasco da Gama senior team, before moving onto Inter Milan and eventually Liverpool.Reds’ fans, how good can Coutinho become? Comment below…
TRENTON, N.J. – Johnson & Johnson said Monday that it is buying Pfizer Inc.’s consumer health care unit for $16.6 billion in a nearly all-cash deal that strongly boosts J&J’s smallest division. The purchase would give New Brunswick, N.J.-based Johnson & Johnson products including Listerine, Visine, Neosporin and Lubriderm to add to its stable of name brands such as Reach toothbrushes, Acuvue contact lenses, Band-Aids and Neutrogena. J&J also would see nonprescription Pfizer drugs such as Sudafed, Zantac and Nicorette join its Tylenol, Motrin and Monistat, nearly doubling current over-the-counter drug revenues. Pfizer had been reviewing its options for the division, which reported sales of $3.9 billion in 2005, since February so it could focus on its prescription-drug business. The deal comes after J&J lost an intense bidding war to rival Boston Scientific, which acquired heart-device maker Guidant Corp. for $27 billion in April. Weldon said J&J “had the discipline to step out” when the price got too high, but that the loss of Guidant was unrelated to the Pfizer deal. Independent pharmaceuticals analyst Hemant Shah said J&J paid a “scarcity premium” to beat out competitors for the assets, doling out more than four times the Pfizer unit’s annual revenues. It was “the highest I’ve ever seen for consumer products,” he said. “This will make them by far the largest” consumer health company, Shah said, with a very stable new business with steady mid-single-digit growth likely as long as J&J invests enough in advertising and product updates and spinoffs. Johnson & Johnson, which had $50.5 billion in 2005 revenues, will also acquire the U.S. over-the-counter switch rights to the prescription nonsedating antihistamine Zyrtec upon patent expiration. Weldon said that with approximately $17 billion in cash on hand, J&J will cover the purchase mainly with cash, plus some “complementary short-term borrowing.” The deal will dilute earnings per share by 22 cents over 2007. That year, J&J will take a 3-cent charge for acquiring inventory of Pfizer products, and it will take a 7-cent annual charge for the next 15 years to write down the products’ brand-name value. The deal, approved by both companies’ boards, is subject to shareholder and U.S., European and Canadian regulatory approval. It is expected to close by year-end and boost Johnson & Johnson’s earnings in 2009. By then, J&J executives expect $500 million to $600 million in annual savings from cutting overlap. Weldon told analysts on a conference call that not only will the new consumer products drive growth, but the consumer business is the lowest risk of the company’s segments. Shah said that’s because they don’t face generic competition that slashes revenues quickly. Still, he said, J&J needs other sources of growth, with its pharmaceuticals slowing down dramatically. Pfizer, meanwhile, should see about $13.5 billion of the $16.6 billion sale price after taxes, and expects about $34 billion in cash flow over the next 30 months. Pfizer Vice Chairman David Shedlarz said in an interview that the company’s primary goal is to reinvest at least half of that on developing and acquiring new therapies. “It’s a deal of contradiction because one company (Pfizer) thinks that the way to go is away from diversification,” Shah said. “The other company (J&J) is diversifying” away from pharmaceuticals. Pharmaceuticals analyst Steve Brozak of WBB Securities sees a similar pattern across the drug industry. As companies scramble to cover huge losses from blockbusters losing patent protection, he said, Pfizer is focusing more on developing new drugs and Johnson & Johnson on growing overall revenues. Pfizer plans to buy back up to $17 billion in shares, including up to $7 billion this year and $10 billion in 2007. Weldon said the deal won’t affect J&J’s $5 billion share repurchase plan, announced earlier this year and already more than 40 percent complete. Pfizer shares rose 37 cents, or 1.6 percent, to close at $23.01, while J&J shares fell $1.11, or 1.8 percent, to end at $60.21 on the New York Stock Exchange.160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! AD Quality Auto 360p 720p 1080p Top articles1/5READ MORE11 theater productions to see in Southern California this week, Dec. 27-Jan. 2Johnson & Johnson Chairman and Chief Executive William C. Weldon said such strong products rarely come on the market. “These are extraordinary assets that will bring sustainable long-term value to the shareholders of Johnson & Johnson,” Weldon said. He said the deal helps the company with its strategy of balancing its three business segments. With the acquisition, prescription drugs and the medical devices and diagnostics unit will account for 40 percent and 35 percent of revenues, respectively, and consumer products will jump from 18 percent last year to 25 percent. “This allowed us to solidify the position we have in the consumer area,” Weldon told The Associated Press. “We continue to look in the medical devices and diagnostics area for opportunities,” as well as in pharmaceuticals, he said.
richard macmanus Tags:#Blogging#web Related Posts 8 Best WordPress Hosting Solutions on the Market Top Reasons to Go With Managed WordPress Hosting Bob Wyman of PubSub has just written a killer post on the future of blogging (or one of them…). An excerpt:“What Kedrosky is speaking of is what we at PubSub have been referring to as “Structured Blogging” and may be what Mark Fletcher of Bloglines/AskJeeves has listed as “Functional Blogging” in presentations he’s recently given. The basic idea is to go beyond “mere” text in blogs and include structured XML that describes job-openings, events, new prices, press releases, updates to phone numbers and contact info, requests for proposals, etc. i.e. Using the now almost ubiquitous content syndication network to broadcast useful business *data* — not just prose or text commentaries. Blogging, or the more general idea of “syndication”, will have its most important and profitable impact on business by providing a new and effective way for businesses to broadcast data. The result is that in the future, we’ll see “blogging” built into corporate systems (ERP, CRM, etc.) that process data — not text.”I went looking for some info on Bloglines “functional blogging” and all I came up with was a hint from Mark Fletcher during a speech that Ross Mayfield blogged:“Future developments: Convergence with web search, Mutimedia, functional RSS feeds for more than just news, Richer blogging tools, more sharing and social networking features. 3.6 repeat visits per day on average. Sticky vital part of their online experiences. Share your information and feeds with other people in your network.”(emphasis mine)This is an interesting subject. I myself have been noodling away on a business idea for ‘the future of blogging’, but more on that in good time. Why Tech Companies Need Simpler Terms of Servic… A Web Developer’s New Best Friend is the AI Wai…
IDC announced marketshare figures for major database companies based on data for 2007. Vendors’ slices of the market haven’t budged a whole lot from 2006. IDC reports that the overall Database market grew to $18.6 billion in 2007, 12.1% higher than the $16.6 billion of 2006. The top five vendors are as follows:Oracle with 44.1% market share. $8.2 billion in revenues. 13% growth over 2006 revenues.IBM’s DB2 and Informix have 21.3% market share. $3.9 billion in revenues. 13.3% growth over 2006 revenues.Microsoft with 18.3% market share. $3.4 billion in revenues. 11.2% growth over 2006 revenues.TerradataSybaseOracle seems to have made a little progress in Microsoft’s home turf for databases running in a Windows OS environment. Some of the gain can be attributed to Oracle’s Express database and lower prices. Other new features of Oracle 11g have made the database popular. New features include the Data Vault feature, the ability to assign security to certain elements of a database schema. The restriction applies even to database admins, disallowing access to company sensitive data, like compensation and corporate strategy.SQL Server’s numbers fell a bit, but that was most likely attributable to Microsoft’s announced, but not year available, SQL Server 2008.IBM saw gains in databases running in Linux and UNIX environments. Terradata is expanding with companies needing data warehousing and business intelligence features. Sybase seeks to discriminate itself with a column-based DB offering which claims better performance for certain type of data operations.Overall though, the picture of vendors, especially the top three commercial vendors, has changed very little from the picture we saw in 2006. What the report didn’t investigate and which may be on many minds is what about the Open Source options out there, like MySQL and PostgreSQL and how do they stack up to their commercial counterparts. IDC may need to expand the scope of future reports to include Open Source options.
A Web Developer’s New Best Friend is the AI Wai… Why Tech Companies Need Simpler Terms of Servic… Tags:#cloud#cloud computing#news Related Posts OpenStack is going to be taking another major step in open governance next year. According to Rackspace, the time has come to form an OpenStack Foundation. Rackspace president Lew Moorman will be discussing an OpenStack Founation during the “state of the union talk” tomorrow at the OpenStack Conference in Boston.Why now? Today I spoke with Rackspace’s Mark Collier and Jonathan Bryce, and their response was that now is the time given the level of contributions from other companies. Influence, Not ControlBryce, chairman of the project policy board, said that it’s been talked about since the beginning. However, the fact that the last milestone release had 12 features from eight companies in the OpenStack project showed that OpenStack is “a living, breathing thing, not dependent on any one company.” The company has taken some criticism about heavy-handed governance while OpenStack was maturing. Rick Clark, one of the founding members of the Rackspace team guiding OpenStack, voiced concerns about Rackspace’s control of the project when he left the company for Cisco. Clark, who took pains to make clear that he felt Rackspace meant the best for the project, said he was still concerned that Rackspace was controlling rather than influencing OpenStack. “Rackspace has a choice to make; they can try to control the project and eventually fail, or they choose to influence it and succeed.” Jonathan Bryce Talks Rackspace Governance Earlier This YearIt looks like, ultimately, Rackspace is choosing influence over control.It’s worth noting that Rackspace has gotten pretty strong positives from many in the OpenStack community on its management of the project. Piston Cloud Computing’s CEO, Joshua McKenty said, “Rackspace has done an amazing job of shepherding this open source project through its infancy, and they have gradually handed off many of theresponsibilities for OpenStack to the broader community. The role of an OpenStack Foundation will be to manage the last of those responsibilities.”McKenty also said that OpenStack has always functioned as a meritocracy. “I think the most fundamental marker of that will be over the coming months – when we see that this next step in the management and organization of the project has almost no impact on the day-to-day functioning of the community, which has relied on merit and so-called ‘lazy consensus’ since its inception.”Leaving HomeWith OpenStack nearly ready to leave the nest, does Rackspace have any regrets? Collier said that the company had “absolutely no regrets,” and that the project had actually been “nothing but positive” for Rackspace. Before, Collier says that companies would plan strategy and come to Rackspace when they decided they needed third-party hosting. Now? Collier says that companies bring Rackspace in to discuss transforming their IT, automating processes, and so on. “It’s a much higher level conversation.” Structure Still UnresolvedCollier said that Rackspace will be transitioning the trademark and other intellectual property to a foundation, but the actual makeup of the foundation is still up in the air. One key consideration, said Collier, is ensuring that the foundation has resources on par or better than what is currently provided by Rackspace. “We have a rough idea what resources are needed, the last thing we’d want to do is turn OpenStack over to an underfunded entity.” Beyond that, though, Bryce said that the structure for the foundation is to be determined. Why not set up the project with existing foundations, like Apache? Bryce said that it makes sense to have a standalone foundation that’s “more like a tightly focused Apache foundation.” “OpenStack is made up of very closely related projects that make up a cloud operating system. There’s tight coherence around release schedules, integration points, important things to maintain. It makes sense to have something that’s just focused on OpenStack because of the tight integration around a broad set of technologies.” We’ll be watching the foundation formation with great interest. How the project is staffed and funded are going to be crucial to its success. It will be interesting to see how much of the current Rackspace staff that’s tasked with OpenStack transitions to the foundation, and where new blood comes from as well. But generally, this looks like a good move. OpenStack has evolved very, very quickly. Mistakes have been made, but not fatal ones. What do you think? What suggestions do you have for the OpenStackers as the project moves towards more independence? Top Reasons to Go With Managed WordPress Hosting 8 Best WordPress Hosting Solutions on the Market joe brockmeier 1
With employees working from everywhere these days, workers need to flex different skills to better collaborate. It is rare when every meeting attendee is able to sit in the same conference room, and, let’s face it, in the age of distraction, a presenter needs to do everything in their power to hold their audience’s attention—regardless of location. As offices and how we work continues to evolve, it isn’t necessarily the workspace that needs to evolve, but the technology that enables work to happen.Three years ago, we introduced our Intel Unite® solution, an affordable, PC-based, wireless collaboration solution to help Intel employees stop worrying about the technology you need to start and get a meeting going (dongles and cords and adapters—you know the pain) and get straight to working. The Intel Unite solution has come a long way since 2015. We have moved from an internal-only product that helped our Intel teams collaborate quickly, to empowering organizations of all sizes to do the same. From large multinational companies to smaller but dispersed companies, the Intel Unite solution has become an integral part of many of today’s modern workplaces.As the customer momentum continues, so do our efforts to add new capabilities aimed at creating a smarter and more integrated collaboration experience. Today at the Gartner Digital Workplace Summit in London, we showed our latest updates to the Intel Unite solution.We’ve advanced the platform across three areas: end users, IT and developers. Let’s dive deeper into the new set of Intel Unite capabilities:End UsersSimplicity: In addition to our trademark ease of use, Intel Unite offers the presenter the flexibility to control their content from a touch-enabled display in front of the room. Presenters are no longer tethered to a PC on the table, so meetings can become more dynamic and participants more engaged.Actions on the touchscreen (be it an interactive whiteboard, an All-in-One PC, or other Intel Unite-enabled platform) can be viewed by remote participants, as well, so collaboration extends beyond the conference rooms. Employees can be thousands of miles away and not have a diminished experience.IT FeaturesTelemetry: We’ve expanded the telemetry capabilities for deeper levels of analysis; we have increased the data points from six to more than 20 with the telemetry plugin. Now IT can dig deeper and analyze feature usage (mainly on configurable features such as moderation, meeting lock, auto disconnect, file share, schedule meeting, etc.); connectivity (reporting unexpected disconnects, connection errors, etc.); and plugin usage (number of times plugins that were leveraged during a meeting). The data set is exportable to IT’s standard tools. IT can easily access this advanced insight from the Intel Unite Admin Portal.Automatic Over-the-Air Updates: This is an additional option for software deployment and we see this as a valuable choice for customers that do not have managed IT environments. With this feature, the meeting room hub and devices are refreshed automatically.DevelopersOpen Platform: Intel Unite® is platform agnostic; it works across iOS, Linux, Windows, Android, macOS, and Chrome. Its flexible architecture provides a significant opportunity for developers to build additional value to extend the collaboration experience via apps. We are releasing a new software development kit (SDK) to make it even easier for partners to build the right tools and enhancements on top of Intel Unite for the ultimate collaboration experience. Our new modular architecture supports HTML5 development, now developers can create dynamic displays with rotating content based on company news.Partner-created plugins show Intel Unite’s extensibility. At Intel, we are able to control cameras and overhead lights through the varied Intel Unite plugins. More than 20 partner plugins are currently available for Intel Unite and, with the release of the new SDK, we expect the number to continue growing. New partner additions include Spracht* for A/V conferencing, Cequens* for secure messaging, and AgilQuest* for meeting room bookings just to name a few.The Intel Unite® open platform and ease of partner plug-in integration make it a game-changer in how teams collaborate. Our partner Bluescape’s CEO Peter Jackson sees the benefit saying: “Organizations using Bluescape and Intel Unite become more innovative in the way they work. Meetings run faster. Creative ideas spark action. Decisions are made. Businesses become more agile. Former work and technology barriers no longer appear. It’s about new experiences that drive new ways to work.”The latest Intel Unite® updates will be available late October. We’d love to speak with you about the value Intel Unite can add to your organization. Reach out to us at email@example.com. If you’re interested in learning more about how other customers are using Intel Unite, check out our case studies on our website at www.intel.com/unite.
Former India coach Greg Chappell has opened old wounds, claiming that some players did not give their best when Rahul Dravid was leading the national team. Had Dravid been given “wholehearted support” by all the players, he could have gone on to become India’s most successful captain ever, says the former Australia captain.Chappell also claimed that all the team members did not enjoy the success achieved under Dravid. He made these startling revelations in an article written for the book Rahul Dravid – Timeless Steel, which was launched in Mumbai on Wednesday.”He was an excellent deputy, in that he gave wholehearted support without ever thinking he might be better than the incumbent, and when he got the job he was a much better captain than he will ever be credited with,” Chappell wrote, referring to the period when Dravid was deputy to Sourav Ganguly.”Had he been given the same wholehearted support in the role that he had given others [read Sourav Ganguly], I think the recent history of Indian cricket may have been very different and he could have gone on to become the most successful Indian captain ever,” he said.Dravid was vice-captain to Ganguly for a long time, except for once in mid-2005, when the latter was suspended by the ICC for a few ODIs for the team’s slow over rate in previous matches.Incidentally, Dravid’s assuming captaincy in Ganguly’s absence, on the tour of Sri Lanka, coincided with Chappell’s first assignment as coach.Later, when Ganguly was dropped from the team due to a lack of form, Dravid took over the reins.advertisementChappell and Ganguly shared a frosty relationship and they made no bones about their dislike for each other, leading to one of the most controversial phases in Indian cricket.The Australian quit in the aftermath of India’s early elimination from the 2007 World Cup.Chappell cites a remarkable world record winning streak by the Indian team under Dravid. He led India to 17 consecutive wins while batting second.”To learn how to get better at chasing a target, Rahul kept asking the opposition to bat first, no matter the conditions. Under his leadership, India won nine ODIs in a row against Pakistan and England, and went on to complete a world record of 17 consecutive wins batting second,” wrote Chappell.”A similar approach to Test cricket brought about India’s first overseas victory in the West Indies for 35 years and a first ever Test victory in South Africa, which could have been turned into a series win if the team had batted better in the second innings in the final Test in Cape Town.”Chappell was referring to India’s 1-0 Test series victory in the Caribbean in 2006 followed by their maiden win in the first Test in Johannesburg in 2006-07. India lost the next two matches and the series to South Africa.Chappell unashamedly admits that he liked Dravid.”Men don’t say these things, but I have a genuine affection for Rahul Dravid,” he wrote in the article.
MSSA: Kimaya’s 3 does the ‘trick Striker Sergius Barretto’s goal helped Dominic Savio (Andheri) sneak past Billbong International (Malad) by a narrow 1-0 margin in a first round match of the Mumbai Schools Sports Association-organised boys’ U-14 Div II Utpal Sanghvi inter-school knockout football tournament at Azad Maidan yesterday. Dominic Savio, who were better organised, did the bulk of the attacking, but they failed to convert their chances. On the other hand, Billbong managed to make a few threatening runs towards the rival goal, but they found it difficult to break down Dominic Savio defence.Related News Schoolboy Meet Mayekar scores 338 in Harris Shield match; opposition batsmen out for ducks! Mumbai: Men’s rights activists slam gender bias, say false charges cast shadow on genuine cases After a barren first half, Dominic Savio found success when Sergius capitalised on a slip by ‘keeper Arul Vaishnay, who in an attempt to collect Andrew Koundar’s shot, allowed the ball to pop out of his hands. Sergius swooped on the ball and tapped home from close in the sixth minute of second half. Dominic Savio will meet NSS Hill Spring (Tardeo) in the second round. Hill Spring rode on Arya Kothari’s hat-trick to tame JJ Academy (Mulund) 5-0 after leading 4-0 at the break. Kian Choksi and Avya Kothari netted the other two goals to complete Hill Spring’s win. Catch up on all the latest sports news and updates here. Also download the new mid-day Android and iOS apps to get latest updates