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ISM C.P.M. Module 3: Value

ISM Manufacturing Index: company situations Grew Slowly In March | Real Questions and Pass4sure dumps

No result found, try new key phrase!Fiore, CPSM, C.P.M., Chair of the Institute for supply administration® (ISM®) Manufacturing ... indicated together with the index price the month before the recession starts. For a spread index, the ...

Raspberry Pi 3 Launches For $35 With 1.2GHz 64-bit Quad-Core CPU | Real Questions and Pass4sure dumps

Raspberry Pi 3

The legitimate Raspberry Pi foundation has introduced a new addition to their latitude of Raspberry Pi mini PCs with the launch of the Raspberry Pi three which is now attainable to purchase for $35 with in-built wireless connectivity.

The groundwork has launched the brand new Raspberry Pi 3 to have fun its fourth birthday and have equipped the brand new hardware with a new 1.2GHz 64-bit quad-core ARM Cortex-A53 processor it's capable of presenting 10 times the efficiency of the usual Raspberry Pi mini laptop.

The Raspberry Pi mannequin A+ will continue to be the entry-level Raspberry Pi and ism still priced at $20 and the groundwork is anticipating to introduce a brand new BCM2837-based mostly Compute Module three in the following few months. The legit Raspberry Pi website explains extra in regards to the new development board.

For Raspberry Pi three, Broadcom have supported us with a brand new SoC, BCM2837. This retains the identical fundamental architecture as its predecessors BCM2835 and BCM2836, so all these initiatives and tutorials which depend on the genuine details of the Raspberry Pi hardware will continue to work.

The 900MHz 32-bit quad-core ARM Cortex-A7 CPU advanced has been replaced via a customized-hardened 1.2GHz sixty four-bit quad-core ARM Cortex-A53. Combining a 33% boost in clock velocity with numerous architectural enhancements, this provides a 50-60% raise in efficiency in 32-bit mode versus Raspberry Pi 2, or roughly an element of ten over the long-established Raspberry Pi.

Raspberry Pi 3 is available for purchase today from their partners element14 and RS accessories, and other resellers. You’ll want a recent NOOBS or Raspbian graphic from their downloads web page. At launch, we're the use of the equal 32-bit Raspbian userland that they use on different Raspberry Pi contraptions; over the next few months they can investigate even if there's price in relocating to sixty four-bit mode.

we've loads of industrial valued clientele who will want to stick with Raspberry Pi 1 or 2 in the interim. We’ll hold building these models for so long as there’s demand. Raspberry Pi 1 mannequin B+ and Raspberry Pi 2 model B will continue to sell for $25 and $35 respectively.

For more information on the brand new Raspberry Pi three jump over to the professional Pi foundation web page for particulars by the use of the hyperlink under.

source: RPi

Filed under: Hardware, excellent NewsLatest Geeky contraptions offers

The M2M Market (machine-to-machine) increase to 2018 in 25 countries | Real Questions and Pass4sure dumps

DALLAS, December 8, 2014 /PRNewswire via COMTEX/ -- DALLAS, December eight, 2014 /PRNewswire/ -- provides M2M - The desktop-to-computer market, 2009-2018 research file that analyses the overriding traits and alterations taking vicinity within the M2M market everywhere.

M2M - The computing device-to-laptop market, 2009-2018 analysis document explores the using forces at the back of the market's increase and transformation, including an examination of foremost market developments, plus volume and value forecasts as much as 2018 by means of geographical area (four regions) and by means of nation (25 nations). It also gifts the quantitative evolution of the cellular modules, through application and via networking know-how. complete file is purchasable at .

computer-to-machine Market (M2M) forecasts as much as 2018 through location and via segment are provided in keeping with Revenues for module, hardware, connectivity, integration segments; installed base of M2M subscribers; installed base of distinctive networking technologies in addition to installed base of distinctive cellular-networking technologies. For every region, warning signs are offered for past facts (2008-2012), estimated records for 2013 and forecasts to 2018. M2M earnings segments are explored based on Breakdown of every stage of the cost chain, Module revenues, Hardware functions revenues, Connectivity features revenues and Integration and software functions revenues.

during this M2M market file, installed base records and suggestions on M2M mobile modules, split between 2G, 3G and 4G in addition to M2M modules in covered. additional facts is provided on share of M2M strains in complete cellular subscribers a well as share of M2M revenues in total cellular revenues and statistics revenues. international locations for which records and assistance evaluation is lined in this research encompass united states, Canada, Belgium, France, Germany, Italy, Netherlands, Poland, Spain, Sweden, UK, Norway, Russia, Switzerland, Turkey, Australia, China, India, Indonesia, Japan, South Korea, Brazil, South Africa, Saudi Arabia and United Arab Emirates.

The M2M mobile market is still attaining very quickly universal increase in quantity and the majority of revenues coming from utility and IT capabilities. M2M module base is turning out to be very quick however also very heterogeneously wherein three main verticals for M2M market growth within the brief term. The international M2M market panorama is transferring in opposition t services according to M2M - The computing device-to-laptop market, 2009-2018 research file.

Profiles of companies like Sierra wireless, Gemalto, Telit, Huawei, Orange, Vodafone, AT&T, SIGFox, Jasper and Ericsson are covered in this global M2M research with 2018 forecasts obtainable for purchase at .

list of Tables offered in M2M - The laptop-to-computing device market, 2009-2018 analysis file include: 

three. imaginative applied sciences & standardisation table 1: ISM bands sample desk 2: ISM bands analysis (for European region) desk three: main acquisitions in M2M module house table 4: regular module cost, counting on mobile expertise table 5: assessment of leading player positioning involving technology desk 6: leading participant positionings table 7: Differentiation between usual and M2M operations table 8: SIGFOX key differentiators compared to the competition table 9: Overview of main market avid gamers

5. mobile market analysis table 10: precise three triggers for adopting M2M solutions, by using industry

7. Appendix desk 11: leading short-range applied sciences efficiency desk 12: evaluation of points of mobile M2M options desk 13: cellular technologies requirements table 14: assessment of mobile M2M module fees

The    : 2015 - 2020 - alternatives, Challenges, options, trade Verticals and Forecasts market analysis bundle spans throughout 800 pages and offers an in-depth assessment of M2M and wearable know-how, including key market drivers, challenges, investment knowledge, consumer & vertical market opportunities, use cases, future roadmap, cost chain, deployment case studies, ecosystem participant profiles and strategic techniques. The record also gifts forecasts for wearable device shipments, M2M module shipments, M2M connections, and linked submarkets from 2014 via to 2020. The forecasts are further segmented into vertical, regional, technology and country submarkets.

despite its low ARPU, M2M expertise has helped carriers set up consistent profits streams throughout a number of verticals including utilities, healthcare, automobile, transportation, logistics, public protection, retail, and even client electronics. another key probability is the monetization of wearable expertise. mobile device OEMs are aggressively investing in wearable contraptions, as a way to offset declining margins in their ordinary smartphone and pill markets. due to this fact, the market has been flooded with plenty of smart bands, wise watches and other wearable contraptions capable of gathering, sending and processing records over cellular functions.

Eyeing alternatives to route massive volumes of site visitors from these wearable instruments, many wireless carriers are now looking for to fit wearable technology with their M2M choices, concentrated on both client and vertical markets. SNS analysis expects that M2M and wearable instruments can assist carriers pocket as an awful lot as $116 Billion in community connectivity profits by way of the conclusion of 2020, following a CAGR of over 40% between 2015 and 2020. Order a replica of this analysis (two reports are lined in this) at .

The Outlook for M2M: Definitions, developments and Operator thoughts 2014 market analysis report says M2M represents a relatively small possibility for operators when it comes to connectivity revenue, however one it truly is transforming into tremendously and open to a large number of latest purposes and capabilities.

The M2M market generated USD10 billion in connectivity salary in 2013 and this is set to grow to USD88 billion right through the next 10 years. This M2M market point of view file analyses the market probability, the key drivers and barriers, and the business sectors that represent the top of the line alternatives for operators worldwide.

explore more studies on M2M market in addition to other analysis on the IT & Telecommunications trade at .

About Us: is an internet market analysis studies library of 500,000+ in-depth stories of over 5000 micro markets. no longer limited to any one business, offers research reports on agriculture, energy and energy, chemical substances, environment, clinical contraptions, healthcare, meals and beverages, water, advanced materials and an awful lot extra.


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Technavio Reveals Cost Saving Opportunities for the Opinion Polling Services | real questions and Pass4sure dumps

LONDON--(BUSINESS WIRE)--According to the latest procurement intelligence report from Technavio, the global opinion polling services market is expected to grow at a CAGR of almost 3% over the next five years due to the growth in popularity of online polls.

The research report titled ‘Global Opinion Polling Services Market: Procurement Intelligence Report 2017-2021’ provides an in-depth analysis of category spend, best procurement practices and cost saving opportunities, aimed at helping organizations achieve superior business performance. The report also provides insights on pricing, supplier positioning and top companies, enabling sourcing professionals to improve their competitive advantage through procurement excellence.

“The demand for opinion polling services is expected to be steady during the forecast period as several organizations rely on survey research to understand market trends, demographic segmentation, and varying customer shopping preferences,” says lead Technavio procurement specialist Angad Singh for category spend intelligence. “Buyers are looking for a comprehensive suite of solutions that combines poll results with data analytical tools along with social media listening to derive meaningful insights,” added Angad.

Looking for more information on this market? Request a free sample report.

Technavio sample reports are free of charge and contain multiple sections of the report including the market size and forecast, drivers, challenges, trends, and more.

Cost Saving Opportunities in the Opinion Polling Services

The adoption of cost optimization levers can help buyers of opinion polling services realize cost savings and achieve category management and value benefits, including reduction in procurement complexities.

Technavio procurement experts have segmented the cost saving opportunities in the plastic resins market into the following value-enhancement opportunities:

  • Adoption of technology
  • Supplier Competition
  • Adoption of negotiation strategies
  • Optimization of procurement practices
  • Bundling of services
  • Adoption of technology saving aspects

    Ipsos offers overnight opinion polling services through a module called I-instant. It is suitable for studies on a sample size of less than 500 and results can be delivered within 2-3 days. Through this service, buyers can measure instant reactions to product launches through mobile surveys, monitor competitor activity, and test a hypothesis.

    GfK is offering a voice analytics tools to measure emotional responses of customers. The product known as MarketBuilder Voice will allow participants to speak about product performance or measure brand feedback and use algorithms to measure emotions.

    View their subscription bundles to discover more cost saving opportunities: Request for demo

    Optimization of procurement practices saving aspects

    Pilot test is useful in estimating response rates and assessing methodologies to evaluate accepted response levels as well as in determining the feasibility of conducting the opinion poll. Buyers should engage with service providers that have comprehensive knowledge of prevalent technologies to be employed while conducting opinion polls.

    Bundling of services saving aspects

    Buyers prefer to engage with suppliers that possess efficient survey design capabilities and can keep customers engaged. In the case of in-person interviews, it is important that the researcher has ample experience in conducting interviews. However, it is important that the questionnaire is lucid and have an appealing design in case of online surveys.

    Browse other reports:

    Become a Technavio Insights member and access all three of these reports for a fraction of their original cost. As a Technavio Insights member, you will have immediate access to new reports as they’re published in addition to all 6,000+ existing reports. This subscription nets you thousands in savings, while staying connected to Technavio’s constant transforming research library, helping you make informed business decisions more efficiently.

    About Technavio

    Technavio is a leading global technology research and advisory company. The company develops over 2000 pieces of research every year, covering more than 500 technologies across 80 countries. Technavio has about 300 analysts globally who specialize in customized consulting and business research assignments across the latest leading edge technologies.

    Technavio analysts employ primary as well as secondary research techniques to ascertain the size and vendor landscape in a range of markets. Analysts obtain information using a combination of bottom-up and top-down approaches, besides using in-house market modeling tools and proprietary databases. They corroborate this data with the data obtained from various market participants and stakeholders across the value chain, including vendors, service providers, distributors, re-sellers, and end-users.

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    Elliott Urges Shareholders to Vote for Change at Hyundai Motor Group | real questions and Pass4sure dumps

    Elliott Advisors (HK) Limited – which advises various Elliott affiliated funds (together “Elliott”), today issued a public letter to the Group’s shareholders concerning Hyundai Mobis Co., Ltd. (“mobis” 012330:KS) and Hyundai Motor Company (“hmc” 005380:KS).

    In the letter, Elliott reviewed the course of this past year’s events that began with the 2018 restructuring plan and engagement with management, which led to the current shareholder proposals that will be voted on at the March 22, 2019 Annual General Meetings for Hyundai Mobis and Hyundai Motor Company. Elliott reminded shareholders that proposed solutions should match the scale of problems at HMG, noted that poor governance leads to bad decisions and urged shareholders to support proposals to right-size the balance sheets while improving corporate governance and accountability on March 22, 2019.

    The letter can be found at:

    Text of the full letter can be read below:

    21 March 2019

    Dear Fellow Shareholders of Hyundai Motor Group,

    We write this letter in their capacity as significant shareholders of Hyundai Mobis Co., Ltd. (“mobis” 012330:KS), Hyundai Motor Company (“hmc” 005380:KS), and Kia Motors Corporation (“kia” 000270:KS), collectively referred to herein as “Hyundai Motor Group,” “HMG” or the “Group.” As one of the largest independent shareholders in HMG, they are writing to reiterate the case for change at Hyundai Motor Group.

    At this moment, on the eve of the Group’s 2019 Annual General Meetings (“AGMs”), they thought it appropriate to look back at the last year at HMG. Change has not come fast enough, and it has not come on a scale commensurate to the Group’s issues. Nonetheless, HMG shareholders – who one year ago faced the prospect of a deeply unfair and value-destructive restructuring – have not only avoided that fate, but also have a genuine choice between the unsustainable status quo and real change in the areas of capital management and corporate governance.

    Over the course of the intervening year, they have been pleased to observe a growing consensus on the need for real, lasting change at the Group. Korean leaders have made clear that chaebol reform is an urgent priority, as the governance problems within these complicated corporate structures impose substantial costs on a number of stakeholders. Many HMG shareholders, who have suffered years of underperformance, have added their voices to the calls for change.

    Given their substantial stake in the Group’s future, they sought to forge constructive change, sharing their perspectives and commissioning independent studies to help the Group realize its full potential. Their efforts recently resulted in constructive exchanges with the Group, and as many commentators have noted, this marked the senior management’s willingness to finally communicate with shareholders in a more constructive and open manner. Although they were disappointed by the Group’s resistance against adopting the necessary measures to address the serious problems at a more fundamental level, they still believe the process was constructive. This was evidenced by the Group’s announcement of some incremental yet positive steps after the submission of their AGM resolutions in mid-January.

    This brings us to tomorrow’s AGMs at Mobis and HMC. These shareholder meetings – and the fact that solutions are actually on the ballot – provide the best evidence yet of the slow but serious progress that has been made over this past year. They hope the AGMs provide the opportunity for a fresh start, opening a new chapter in the Group’s history with a commitment to good governance and value creation. In this letter, they provide further detail about the opportunities ahead for HMG – both at tomorrow’s AGMs and into the future.

    HMG’s Proud History Threatened by Status Quo

    Poor Governance Leads to Bad Decisions

    Since the turn of the century, HMG has largely enjoyed sustained success. From a tier 3 car manufacturer, HMG has operationally caught up to Japanese and American competitors to become a respected household brand, in Korea and around the world. HMC now manufactures over seven million units globally and, alongside Kia, employs over 200,000 people worldwide. It is the 4 [th] largest car manufacturer in the world.

    But plagued by governance issues and with little mechanism available for holding management accountable, the Group has suffered a period of underperformance starting in September 2014, when HMG announced the acquisition of KEPCO land for KRW 10.6 trillion, paying an eventual price tag closer to KRW 13 trillion with taxes and social contributions applied. Since the deal was announced, HMC’s share price has fallen by 43%, and Mobis’s has fallen by 24% compared with the KOSPI’s +6%. Neither share price has recovered.

    The KEPCO land acquisition was part of an unfortunate trend of value-destructive, non-core projects enabled by poor corporate governance. These included the KRW 5 trillion acquisition of a 34.9% stake in Hyundai E&C in 2011 undertaken at a 58% premium to its share price at the time, as well Mobis’s KRW 200 billion investment in Green Cross Life in 2012, of which the Group has since ceded control to Fubon Life Insurance Co after years of losses.

    It is the minority shareholders who have suffered the most from these mistakes, as well as the countless numbers of investors whose pensions and savings are tied to the fortunes of Hyundai Motor Group. NPS for example, assuming static shareholding, would have lost KRW 2.0 trillion in HMC, and KRW 800 billion in Mobis over the past 4.5 years. [1]

    Competitors Accelerate Ahead

    Unfortunately, while HMG was wasting capital on ill-timed real estate and non-core asset investments, the Group’s competitors have been accelerating ahead with governance improvements and capital-return policies. Toyota has returned JPY 5.9 trillion to its shareholders in the form of dividends and buyback over the last five years, or 31% of its current market capitalization, while GM has committed to a gross cash ceiling of USD 18 billion, with a promise to return excess cash to shareholders, including a USD 4.5 billion buyback in 2017. Fiat Chrysler also announced a EUR 2 billion special dividend, 10% of their current market capitalization, from selling Magneti Marelli. All these competitors have meaningfully outperformed HMC, with Toyota outperforming by 49%, GM by 55% and FCA by 229% since the land purchase.

    Sadly, HMG has been left behind on corporate governance by comparable groups in Korea. By taking decisive steps to reform their corporate structures and shareholder-return policies, HMG’s peers have left Hyundai Motor Group as the last major corporate group in Korea with an unreformed legacy shareholding structure and no plan to address it.

    The Year in Review: False Starts Give Way To Incremental Progress

    Building a Consensus for Change

    Although Elliott had been a shareholder within the Group long before restructuring was announced, when HMG announced its plan last year, they felt compelled to speak out. The plan was widely recognized as inefficient and value-destructive. The proposed terms of a spin-off and merger did not ascribe fair value to Mobis’s module manufacturing and after-sale parts businesses. Management’s plan offered the wrong solutions to corporate governance problems, while its proposals offered no solutions to fix the Group’s overcapitalization issues.

    In the aftermath of the plan’s release, shares in Mobis dropped by 7% as market commentators and members of the investor community lined up to criticize the deal.

    It was against this backdrop that they published a shareholder-value-oriented alternative in the form of the Accelerate Hyundai Proposals in April of 2018. [2] Informed by significant input from stakeholders and industry experts, they advocated for the establishment of a Restructuring Review Committee, to tackle the issue of corporate governance in a transparent and collaborative manner. They proposed a focus on optimizing the balance sheet by reducing net cash positions and increasing current payout ratio, and they proposed the addition of new independent directors to improve the diversity and breadth of international experience on HMG’s boards.

    While HMG did not take the value-creative steps, it did withdraw its proposed restructuring plan in the face of broad shareholder opposition, creating more time for a consensus for change to emerge.

    We continued to advance the discussion on these issues throughout the year, and in November of last year they published a full and independent analysis of HMG’s capital structure provided by Conway MacKenzie. [3] The report confirmed much of what had been communicated to HMG before, but underlined the Group’s severe overcapitalization (ranging from KRW 8 to 10 trillion at HMC and KRW 4 to 6 trillion at Mobis), past questionable uses of cash flow, and below-industry-standard shareholder returns as key problems to be addressed.

    Initial Reluctance Gives Way to Engagement

    Unfortunately, HMG’s management initially resisted Elliott’s efforts to engage in productive dialogue, all while value continued to be destroyed. HMC’s share price fell by 21%, and Mobis by 26% in 2018 alone. They eventually made the case for the necessary change at HMG. However, in light of the limited progress, as well as the growing significance of the problems facing the Group, they submitted shareholder resolutions on 18 January 2019 to put the case directly to all shareholders.

    Incremental progress from the Group only materialized after they submitted these resolutions. Mobis announced a KRW 1 trillion buyback over the next three years, but HMC failed to even take modest steps to reform. While a small step in the right direction for one part of the Group, HMG’s management has not taken the necessary measures to match the scale of the Group’s issues.

    Tomorrow’s AGMs: The Choice Facing HMG Shareholders

    Solutions Must Match the Scale of the Problems They Seek to Address

    We continue to believe that HMG can only fully recover by i) right-sizing the Group’s balance sheets and ii) bringing the Group’s respective boardrooms in line with international best practices for independence, experience and diversity.

    Throughout their efforts to communicate the need for change at HMG, market commentators and industry experts have overwhelmingly agreed on the need for reform at HMG. Their resolutions to be voted upon by all shareholders on March 22 demonstrate the scope of reform required to address Hyundai Motor Group’s performance challenges:

  • We have proposed the approval of dividends at Mobis and HMC that would right-size the balance sheets of these companies, imposing discipline on capital allocation while leaving ample cash balances for future investments.
  • On capital return, leading proxy advisory firms, market analysts and commentatorsall agree that HMG’s overcapitalized balance sheets need to be right-sized. (See Appendix A for a series of supportive commentary on HMG’s over-capitalization problems.)
  • We have nominated two and three highly qualified independent director candidates at Mobis and HMC, respectively, to bring a greater diversity of experiences and skill sets to these boards, and they have proposed the establishment of Compensation and Governance Committees at Mobis and HMC, among other governance improvements, to bring corporate governance in line with international best practices.
  • Over the course of the last few weeks, they have also seen the emergence of a consensus view that HMG is in need of governance reform, not only to bring its boardrooms in line with international best practices, but also to ensure accountability for shareholders and stakeholders alike. (See Appendix B for a series of supportive quotes on and Elliott’s proposals to fix HMG’s governance issues.)
  • In sum, a consensus has formed that the status quo at Hyundai Motor Group is no longer acceptable. Market participants and shareholders are confused by HMG’s lack of strategy and communication. By contrast, efforts to increase accountability and enact necessary reforms at HMG are being welcomed by market participants. (See Appendix C for a series of supportive commentary on the need for change at Hyundai Motor Group.)

    A Clear Contrast

    The shareholder proposals to be voted upon at the March 22, 2019 AGMs at Mobis and HMC represent tangible, actionable alternatives to the status quo. Their proposed independent shareholder nominees are truly independent, bringing diversity and relevant industry experience to HMG’s boards. Their proposed dividends will result in a more efficient Group, requiring management to make prudent investment choices. These proposals have already advanced the cause of improved performance and governance at HMG by generating widespread calls from important stakeholders for more change to come faster. As recently noted by FTC Chairman Kim Sang-jo, this moment represents a turning point in attitudes to corporate governance in Korea.

    By contrast, the Group has nominated directors with limited public-company experience, with “independent” nominees who have seemingly already subscribed to management’s views on key issues such as capital return. Meanwhile, management presses on with preparations to spend KRW 5-6 trillion on a new headquarters.

    At HMC, an announced investment and capex plan which doubles historical annual spending, while targeting 7% OP margin and 9% ROE, has been criticized by ISS as “challenging” and “difficult to attain.” Meanwhile, regarding Mobis’s “aggressive” spending plans, Glass Lewis noted, “It may be the case that a large return of capital to shareholders, by way of dividends or share buybacks would prove more beneficial to shareholders.”

    On both capital allocation and governance, it is clear that a vote for management’s candidates and its proposed resolutions is a vote in support of the unsustainable status quo.

    Today, they urge all shareholders to send an unambiguous message to the Group in support of good governance and accountability, and to state unequivocally: The status quo is not acceptable – change must come to HMG.

    The Prospects for a Brighter Future at HMG

    It is their view that a consensus has formed around the principles underlying their proposals for HMG. Increasing support for accountability and reform, not just at HMG but also across the corporate landscape in Korea, represents a win for responsible corporate stewardship and shareholder accountability.

    Over the past year, ever since HMG’s restructuring attempt was withdrawn, they have sought to constructively advocate for the reforms that the Group requires. It is clear from the growing consensus among respected commentators and market participants in response to those proposals that the bar has been raised for any future restructuring. They are pleased to have been one voice among many to help secure the long-term financial sustainability of HMG, and they look forward to engaging more productively with the Group to make further headway.

    To accelerate this progress, and to put these voices into action, they urge their fellow shareholders to support all of the shareholder proposals at the HMC and Mobis AGMs on 22 March to right-size the Group’s balance sheets while improving governance and accountability.

    We appreciate the time and attention that all shareholders have devoted to this effort, including giving the shareholder proposals careful consideration. Now it is time for all shareholders to cast their votes, bring about the needed changes, and create value at Hyundai Motor Group.


    Elliott Advisors (HK) Limited

    Appendix A

    Capital Allocation

    “… they broadly agree with Elliott that: (i) Hyundai Mobis is indeed significantly overcapitalized relative to auto parts peers; (ii) the excess and as of yet underutilized capital is dragging down returns on equity and total shareholder returns; and (iii) Hyundai Mobis could likely return trillions more of capital to shareholders on an accelerated timeframe than it has currently proposed while still leaving the Company well positioned financially to weather any downturn, meet liquidity needs, fund R&D initiatives and pursue M&A transactions, among other cash and liquidity requirements.”

    “We’re also sympathetic to Elliott’s view that the announced buyback program, while a step in the right direction, seems relatively small when compared to the Company’s net cash position and other spending priorities. Furthermore, the Company’s three-year time horizon for the total KRW 1 trillion share buyback program seems underwhelming to us.”

    “In their view, the Hyundai Mobis management team and a refreshed board of directors will be well equipped to oversee the Company’s business and financial plan going forward, with particular emphasis on capital allocation and investment discipline as the Company embarks on a multi-year period of significant investment within the evolving auto industry.

    We would encourage the refreshed board to seriously consider making additional significant returns of capital to shareholders as a key component of this plan.”(On Mobis) Glass Lewis, March 12, 2019

    “[T]he company’s track record in capital allocation is not comforting,”(On Mobis and HMC), ISS, March 11 2019

    “The only new news, they think, was the share buyback amount increasing to KRW1tn (4.8% of market cap) from KRW188bn previously.However, this will be done over the next three years (annually 1.6% of total shares if the buybacks are evenly distributed) and timing of the share buybacks are not confirmed.”Nomura, February 26, 2019

    “Mobis is sitting on $6.6 billion of net cash. Its proposed 2 percent divided yield is lower than the average at South Korea’s top companies, CLSA analysts reckon, as well as at rivals such as Japan’s Denso.”(On Mobis) Robyn Mak, Reuters: Reckless Steering, February 27, 2019

    “That still leaves a stash of cash on the table: The company had net cash of 7.4 trillion won at the end of 2018. Over the next three years, it plans to hold a “contingency cash reserve” of 3.5 trillion won and spend 4 trillion won on futuristic growth plans including 200 billion to 400 billion won of equity investments in new tech startups (read:5G)(read:sensors)(read:biometrics)(read:hydrogen fuel cell)(read:etc.) and 3 trillion to 4 trillion won of M&A.”

    “All in all, the returns are incremental at best.”Anjani Trivedi, Bloomberg: Hyundai’s Latest Plan Lacks That New Car Smell, February 27, 2019

    “The two companies do have a lot of surplus cash: Mobis’s net cash comes to $6.6 billion, around a third of its market value.”Jacky Wong, The Wall Street Journal: Elliott’s Slow-Burn Proxy War With Hyundai, February 27, 2019

    “Hyundai Motor’s payout ratio has lagged behind peers such as Daimler and Ford”FT Lex: Hyundai/ Elliott: Gangnam Trial, February 27, 2019

    “Again, though, (Glass Lewis) noted that “it remains to be seen whether the company will generate sufficient returns on such spending.” The adviser even went on to say that a large return of capital to shareholders might “prove more beneficial.” The trouble is that Hyundai needs deep surgical changes, as we’ve written, not more spending with limited or no returns in the foreseeable future.”Anjani Trivedi, Bloomberg: Pity South Korea for Elliott's Hyundai Setback, March 19, 2019

    Appendix B

    Corporate Governance

    “Nominees nominated by both HMC and Elliott are highly qualified as an individual candidate”Fair Trade Commission (FTC) Chairman Kim Sang-jo, March 17, 2019

    “…based on their analysis and definition of independence, they find that the board, as currently composed and sized, does not have a sufficient number of independent directors, with only four directors out of nine meeting their standard for independence.”

    “…we view Elliott’s proposals to (i) expand the board from nine to 11 directors and (ii) elect two additional independent director nominees who have significant and relevant industry experience in areas in which the Company is focused and intends to invest and grow in the near future, represent a significant opportunity for shareholders to support the further enhancement of the composition of the board of directors, thereby improving Hyundai Mobis' oversight, accountability and governance, which they believe increases the likelihood of maximizing investor returns and shareholder value going forward.”(On Mobis), Glass Lewis, March 12, 2019

    “The election of two dissident nominees -particularly candidates with relevant leadership and industry experience, as well as a background in technology and innovation - would provide added expertise, outside prospective, and a greater sense of responsiveness to shareholder concerns. Their election could further strengthen the company's corporate governance by increasing board independence and oversight.”(On Mobis), ISS, March 11 2019

    “[A] reconstituted board might be better able to assess the real capitalneeds and determine an appropriate level of returns to shareholders going forward.”(On Mobis and HMC), ISS, March 11 2019

    “The board’s ratio of independent directors, and its size, is below global peers.”Anjani Trivedi, Bloomberg: Hyundai’s Latest Plan Lacks That New Car Smell, February 27, 2019

    “Elliott’s proposal would have put the Hyundai companies on par with international peers, an objective the group has set for itself.”Anjani Trivedi, Bloomberg: Pity South Korea for Elliott's Hyundai Setback, March 19, 2019

    Appendix C

    Needed Change

    “Players in the Korean capital market now have a different mindset and I believe local businesses are reaching a tipping point. While they have already operated globally, they had to face a policy-driven change along with an unexpected accelerator, like Elliott, gaining momentum to the current speed of change.”

    “This year’s shareholder meeting season clearly demonstrates that the corporate governance of local businesses is now being in line with the latest and global trends”Fair Trade Commission (FTC) Chairman Kim Sang-jo, March 17, 2019

    “We believe that the company needs to providemore details for investors to have a convictionon these aggressive targets.”

    “We are not clear about the overall R&D/investment burden of this plan for Hyundai in the near-term.”

    “Management did not clarify on investor queries over the viability of fuel cell economy"Nomura, February 28, 2019

    “There were no aggregate volume targets in the plan.”Deutsche Bank, February 27, 2019

    “If the younger Chung really wants to show he’s heralding a new era, it’s worth making a bolder statement. Even if Mobis’s latest resolutions get passed in March, investors shouldn’t get too excited. Meeting shareholders like Elliott in the middle will be key to showing change is actually afoot. But what matters most is delivering on the group’s larger and more difficult restructuring. So far, it’s looking like more of the same.”

    “Hyundai Mobis Co.’s latest plan brings to mind one image:a damp squib. Again.”Anjani Trivedi, Bloomberg: Hyundai’s Latest Plan Lacks That New Car Smell, February 27, 2019

    “…the Hyundai campaign will test whether Korea has made strides in becoming more welcoming toward activist investors — aspromisedby the government”Heejin Kim and Scott Deveau, Bloomberg: It’s Singer vs Hyundai Part II as Activist Launches Proxy Fight, February 27, 2019

    “South Korean companies, notorious for low dividends and cash hoards, are becoming more generous. Thank activists and changes in corporate governance for it.”

    “Pressured by Singer’s Elliott Management Corp., Hyundai Motor Group and its subsidiaries have announced shareholder returns including buybacks and dividends. And for the first time, the company recently hosted a conference where executives actively communicated with investors, Kim Jin-Woo, an analyst at Korea Investment & Securities, wrote in a note entitled ‘Now they can finally communicate with them.’”Heejin Kim, Sohee Kim, Bloomberg: Korea Traders Can Thank Activism for Newfound Corporate Largesse, March 6, 2019

    “A united front would have helped push the seemingly indomitable chaebol to open up, setting an example for others and holding out the prospect of higher returns in a market that’s weighed down by the power of entrenched interests.”Anjani Trivedi, Bloomberg: Pity South Korea for Elliott's Hyundai Setback, March 19, 2019

    About Elliott

    Elliott Management Corporation manages two multi-strategy funds which combined have more than $34 billion of assets under management. Its flagship fund, Elliott Associates, L.P., was founded in 1977, making it one of the oldest funds of its kind under continuous management. The Elliott funds’ investors include pension plans, sovereign wealth funds, endowments, foundations, funds-of-funds, and employees of the firm. Elliott Advisors (HK) Limited is an affiliate of Elliott Management Corporation. With a strong understanding of the Korean market and corporate structures, Elliott has a history of successfully enhancing shareholder value in Korea.

    View source version on

    SOURCE: Elliott Advisors (HK) Limited

    MediaNew YorkStephen SpruiellElliott Management Corporation+1 (212) 478-2017sspruiell@elliottmgmt.comSeoulKyle

    Copyright Business Wire 2019

    Cesca Therapeutics Inc. (KOOL) CEO Chris Xu on Q4 2018 Results - Earnings Call Transcript | real questions and Pass4sure dumps

    No result found, try new keyword!One of their highest priority is to explore options for how they can most effectively realize the value of ThermoGenesis asset and capitalize on the execution of its strategy for shareholders.

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