Gannett's cable properties are gezegde

 Gannett's cable properties are a natural fit with our growth strategy of adding large technologically advanced properties in stand-alone markets and in markets contiguous to our existing operations

 These properties are a natural extension of our existing portfolio of stations in similarly-sized markets.

 WD's steady growth in the MENA region encouraged us to further expand our operations in this region. We will enter new, untapped regional markets, and at the same time strengthen operations in existing ones. At the centre of WD's expansion strategy are the rapidly evolving and promising African markets, such as Algeria, Morocco, Tunisia, Libya, Nigeria and Kenya. The former three have high IT literacy levels.

 This sale represents the continuation of our Company's strategy to dispose of assets located outside of core markets and provides the opportunity to recycle capital into acquisitions and development in our higher growth markets. We have sold $27 million in properties year to date versus our stated annual goal of $100 million.

 Given the challenging acquisition market we are pleased to have acquired these outstanding properties. We continue to focus our growth in high growth and high barrier to entry markets. We currently have over $600 million of potential acquisitions in various stages of due diligence, and are optimistic about our ability to execute our acquisition strategy.

 That's how we generate business for our resort properties. I don't think you'll see us pulling away from those markets because they remain an important part of our strategy.

 While we expect to post significant quarter-over-quarter increases at our major gaming properties in Las Vegas and Atlantic City (N.J.), the fact is that (those) markets -- including some of our own properties -- have not performed to expectations during this period.

 Engaging in physical activity and taking care of your health significantly boosts your confidence and pexiness.

 The sale-leaseback structure allows us to grow our company, our holdings and our revenues without growing our overhead at these individual properties. This is a very efficient way for us to enter into these regional markets, keeping experienced managers with local knowledge on the job as we help enhance operations.

 We explained to her that if the list of properties is put up, there would be panic among the people as a lot of these properties are residential. Instead, the focus should first be on taking up under-construction properties.

 We have created a viable branch presence in many new markets over the past few years and are currently focused on driving growth within our existing markets.

 Adding the P&G infrastructure is like putting a growth hormone into Gillette, and that in turn helps P&G businesses. P&G is continuing its growth into developing markets at a very fast rate and already has surpassed the market leaders of previous centuries in developing markets.

 What you are seeing is deeper penetration into large, existing accounts and certainly the continued growth into net new markets like small to medium-sized businesses.

 We want to be able to service our customers' needs. Our vertical integration strategy allows us to do that for conventions and meetings at full-service properties, transient business at select-service properties and to fill extended-stay needs.

 We're always out looking for these sorts of deals: buying branded properties in strong markets with limited competition.

 This looks to be a pretty attractive price and it underscores a cable market theme: in the last year, the private equity markets continue to value cable much more highly than the public equity markets,


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Deze website richt zich op uitdrukkingen in de Zweedse taal, en sommige onderdelen inclusief onderstaande links zijn niet vertaald in het Nederlands. Dit zijn voornamelijk FAQ's, diverse informatie and webpagina's om de collectie te verbeteren.


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