The impact of corporate governance on private placements in Australia

In private placement transactions, issuing firms sell a block of securities to just a small group of investors at a discounted price. Non-participating shareholders suffer from ownership dilution and lose the opportunity to receive the discount. This thesis provides the first evidence on whether and how corporate governance can protect non-participating shareholders' interests. Results from an examination of 329 private placements issued by the top 250 Australian firms between 2002 and 2009 demonstrate that firms with higher governance quality are more likely to issue a share purchase plan (SPP) along with the private placement, thus providing greater protection to non-participating shareholders' interests.

Evaluating the Harris County TexHealth 3-Share Plan: An exploratory study

An important health issue in the United States today is the large number of people who have problems accessing needed health care because they lack health insurance coverage. Providing health insurance coverage for the working uninsured is a particularly significant challenge in Texas, which has the highest percentage of uninsured in the nation. In response to the low rate of employer-sponsored coverage in the Houston area and the growing numbers of uninsured, the Harris County Health Care Alliance (HCHA) developed and implemented the Harris County 3-Share Plan. A 3-Share Plan is not insurance, but provides health coverage in the form of a benefits package to employers who subscribe to the program and offer it to their employees. ^ A cross sectional study design was conducted to describe 3-Share employer and employee participants and evaluate their outcomes after its first year of operation. Between September and December 2011, 85% of employers enrolled in the 3-Share Plan completed a survey about the affordability of the 3-Share Plan, their satisfaction with the Plan, and the Plan's impact on employee recruitment, retention, productivity, and absenteeism. Forty-five percent of employees enrolled in the 3-Share Plan responded to a survey asking about the affordability of the 3-Share plan, accessibility of health care, availability of providers on the plan, health plan availability, utilization of primary care providers and the ER, and satisfaction with the plan. ^ A summary of the findings shows employers and employees say that they joined the plan because of the low-cost, and once they had participated in the Plan, the majority of employers and employees found that it is affordable for them. The majority of employees say they are getting access easily and without delay, but for those who aren't able to get access, or are delayed, the main cause is related to non-financial barriers to care. Ultimately, employees are satisfied with the 3-Share, and they plan to continue with health coverage under the 3-Share Plan. The 3-Share Plan will keep people in a system of care, and promote health, which will benefit the individuals, the businesses and the community of Harris County.^

Evaluating the Harris County TexHealth 3-Share plan: An exploratory study

An important health issue in the United States today is the large number of people who have problems accessing needed health care because they lack health insurance coverage. Providing health insurance coverage for the working uninsured is a particularly significant challenge in Texas, which has the highest percentage of uninsured in the nation. In response to the low rate of employer-sponsored coverage in the Houston area and the growing numbers of uninsured, the Harris County Health Care Alliance (HCHA) developed and implemented the Harris County 3-Share Plan. A 3-Share Plan is not insurance, but provides health coverage in the form of a benefits package to employers who subscribe to the program and offer it to their employees. ^ A cross sectional study design was conducted to describe 3-Share employer and employee participants and evaluate their outcomes after its first year of operation. Between September and December 2011, 85% of employers enrolled in the 3-Share Plan completed a survey about the affordability of the 3-Share Plan, their satisfaction with the Plan, and the Plan's impact on employee recruitment, retention, and productivity. Forty-five percent of employees enrolled in the 3-Share Plan responded to a survey asking about the affordability of the 3-Share plan, accessibility of providers on the plan, satisfaction, and utilization of primary care providers and the ER. ^ A summary of the findings shows employers and employees say that they joined the plan because of the low-cost, and once they had participated in the Plan, the majority of employers and employees found that it is affordable for them. The majority of employees say they are getting access easily and without delay, but for those who aren't able to get access, or are delayed, the main cause is related to non-financial barriers to care. Ultimately, employees are satisfied with the 3-Share, and they plan to continue with health coverage under the 3-Share Plan. The 3-Share Plan will keep people in a system of care, and promote health, which will benefit the individuals, the businesses and the community of Harris County.^

What’s in a name : Is there a right to terminate a contract for purchase of a unit if the name changes?

The significance of the proposed name of a building to buyers of units off the plan has received recent attention in Queensland and the ACT with differing results. In Gough v South Sky Investments Pty Ltd the Queensland Court of Appeal concluded that the name of the building was not an essential term of the contract and rejected a claim by a number of buyers to terminate their contracts because of the change of name from Oracle to Peppers. In contrast, Rares J in the Federal Court decision of Madison Constructions Pty Ltd v Empire Building Group (ACT) Pty Ltd considered that the name of the building in a proposed development could potentially form the basis of misleading conduct about the association of the seller with a particular development corporation.

Tamworth Regional Council Social Plan 2006

The Tamworth Regional Social Plan is a document for collaborative planning involving the three spheres of government, the community and commercial sectors, with the aim of enhancing the quality and fairness of life in Tamworth. The Plan is a way of identifying needs and priorities for community facilities and services for Tamworth. The Social Plan reflects Council’s ongoing commitment to the people of the Tamworth Region and, in particular, the social needs and aspirations of our community. The Local Government (General) Amendment (Community and Social Plans) Regulation 1998 grew out of the 1996 NSW Social Justice Directions Statement “Fair Go, Fair Share, Fair Say” which committed the Department of Local Government to ensuring government services are responsive to community needs and diversity. The regulation is designed to:- • Improve Councils’ ability to take account of community needs when formulating their management plans; • Assist Councils to provide or advocate for appropriate and accessible services/facilities; and • Increase the community’s ability to monitor Council efforts in addressing community needs over time. The Local Government (General) Regulation 1999 requires that all councils develop a community/social plan and that all plans be prepared in accordance with guidelines issued by the Department. While Council has a broad function of providing leadership for Tamworth, it is not the only group responsible for providing community services. Developing the Social Plan has required cooperation with various State and Federal agencies as well as with Tamworth’s community groups and agencies.

The equity and efficiency of the Australian share market with respect to director trading

Purpose – The purpose of this paper is to investigate the extent of directors breaching the reporting requirements of the Australian Stock Exchange (ASX) and the Corporations Act in Australia. Further, it seeks to assess whether directors in Australia achieve abnormal returns from trades in their own companies. Design/methodology/approach – Using an event study approach on an Australian sample, abnormal returns for a range of situations were estimated. Findings – A total of 13 (seven) per cent of own‐company directors trades do not meet the ASX (Corporations Act) requirement of reporting within five (14) business days. Directors do achieve abnormal returns through trading in shares of their own companies. Ignoring transaction costs, outsiders can achieve abnormal returns by imitating directors' trades. Analysis of returns to directors after they trade but before they announce the trade to the market shows that directors are making small but statistically significant returns that are not available to the market. Analysis of returns to directors subsequent to the ASX reporting requirement up to the day the trade is reported shows that directors are making small but statistically significant returns that should be available to the market. Research limitations/implications – Future research should investigate the linkages between late reporting by directors and disadvantages to outside shareholders and the implementation of internal policies implemented to mitigate insider trading. Practical implications – Market participants should remain vigilant regarding the potential for late/non‐reporting of directors' trades. Originality/value – Uncovering breaches of reporting regulations are particularly important given that directors tend to purchase (sell) shares when the price is low (high), thereby achieving abnormal returns.

Risk management plan and pharmacovigilance system - biopharmaceuticals: biosimilars.

Editor literario del libro, Giancarlo Nota - All chapters are Open Access articles distributed under the Creative Commons Non Commercial-Share Alike-Attribution 3.0 license, which permits to copy, distribute, transmit, and adapt the work in any medium, so long as the original work is properly cited.

Economic Efficiency, Environmental Effectiveness and Political Feasibility of Energy Efficiency Rebates: The Case of the Spanish Energy Efficiency 'Renove' Plan

29 p.

Measuring the influence of customer-based store brand equity in the purchase intention

[EN] Store brands account for and important market share in the Spain and a further increase in expected in the next years due to the downturn. However, there is lack of research on store brand customer-based Brand Equity. This study attempts to propose an integrated model of Brand Equity in store or retailer brands, based on Aaker s well-known conceptual model. We propose a consumer-based model, including the main sources or dimensions of Brand Equity and considering the intention to purchase as a consequence. Based on a sample of 362 consumers and 5 store brands, structural equation modeling is used to test research hypotheses. The results obtained reveal that store brand awareness, loyalty along with store brand perceived quality have a significant influence on consumers intention to purchase store brands. Our study suggests that marketers and marketing managers from retailing companies should carefully consider the Brand Equity components when designing their brand strategies, and develop marketing activities in order to enhance their brands awareness.

Selecting Robust Strategies in RTS Games via Concurrent Plan Augmentation

Thesis (Master's)--University of Washington, 2015

Marketing plan for online aqctivity of Rota Vicentina boosting direct website sales

The nature tourism experienced a great expansion of its market with the appearance of different lifestyles. In this Work Project a study regarding the website direct sales of Rota Vicentina was developed. Its website shows the idea of being solely an information structure and not a purchase one, leading to a current absence of online sales. Hence, it is suggested the modification of its business model, using different instruments and channels. Some digital marketing recommendations were developed in order to boost website sales, such as a platform for online reviews, remarketing campaigns and social media activity.

Plan de Mejoramiento Para la Empresa AAA PH SAS Asistencia y Administración A Propiedad Horizontal

La oportunidad del mercado se define como la necesidad de abarcar el mercado de la administración de propiedad horizontal y la venta de copropiedades. Mercado que se encuentra en crecimiento en Bogotá. Enfocándonos en los estratos 5 y 6 de las localidades de Usaquén, Suba y Chapinero. En la actualidad son muy pocas las empresas especializadas en la administración de propiedad horizontal. Existen muchas empresas que intentan abarcar este mercado, pero no hay estrategias de fondo que permitan la satisfacción de los clientes, ni que generen valor agregado. Por lo tanto consideramos que es posible incursionar en el mercado con una idea que introduzca valor, que sea flexible, que cuente con estándares de calidad y que involucre la tecnología, de la mano del internet y la intención de hacerle la vida más fácil a los consejeros y copropietarios. El servicio principal de este emprendimiento es la administración de propiedad horizontal y el servicio secundario es la administración inmobiliaria para la venta de copropiedades. Nuestra capacidad de generar valor está dada a través de nuestra oficina virtual, nuestra estrategia de comunicación, nuestros aliados estratégicos y la asistencia personal dedicada. Las cuales creemos son la base fundamental para aprovechar esta oportunidad de negocio, generando empleo y obteniendo muy buenas ganancias y rentabilidades en el mediano y largo plazo. Hoy el mercado de la propiedad horizontal se encuentra en crecimiento. El tamaño del mercado es de (61.200’000.000) sesenta y un mil doscientos millones de pesos anuales, y crece en promedio alrededor del 1 %. Lo anterior según un estudio de proyección - Perspectivas del mercado de vivienda nueva y del sector edificador en 2012- realizado por la Cámara Colombiana de La Construcción (CAMACOL). AAA PH SAS o Asistencia y Administración a Propiedad Horizontal, cuanta en la actualidad con una participación en el mercado del 0,07843 por ciento, pero para el final de esta proyección se contara con una participación del 0.3921 por ciento. El proyecto se encuentra ubicado en la Avenida carrera 15 número 144-43 apartamento 101, Bogotá DC. El radio de acción está enfocado en las localidades de Suba, Chapinero y Usaquén en las copropiedades estrato 5 y 6. En el futuro se espera abarcar un radio mucho más amplio con oficinas en puntos estratégicos de la ciudad e involucrar municipios aledaños a la ciudad de Bogotá (Chía, Cota, Cajicá), y tal vez otras ciudades del país (Cartagena, Medellín) La inversión es de 22 millones de pesos. Los ingresos por ventas en el primer año son de 77 millones de pesos, en el segundo año de 135 millones de pesos y en el tercer año de 211 millones de pesos. La utilidad neta del primer año es de $ 631.866 pesos, en el segundo año de $ 17.827.602 pesos y en el tercer año de $ 28.024.867 pesos. Los gastos en su mayoría se ven reflejados en la mano de obra fija, ya que nuestros empleados tienen muy buenas capacidades y son retribuidos con un salario por encima del promedio del mercado. Esto porque nuestra intención es posicionar nuestra marca por nuestra exclusiva calidad de servicio, experiencia y alto contenido tecnológica para agilizar y facilitar procesos. La rentabilidad bruta es de del 77.63% anual. La rentabilidad sobre las ventas es de 0.82% anual, pero es necesario considerar que los valores de venta están siendo aproximados y según nuestra experiencia estos valores de venta serán mucho mayores, debido a la capacidad y el reconocimiento que ya tiene la empresa. Teniendo en cuenta que en la actualidad tenemos contratos que representan ingresos del doble del promedio presentado en esta proyección. De igual forma hay que considerar que en el mercado inmobiliario las comisiones por ventas pueden aumentar significativamente. La rentabilidad sobre la inversión supera a la del comportamiento del mercado o interés de oportunidad en un poco más de 9 millones de pesos. Esto significa que es un proyecto viable que genera mejores resultados que los del mercado de oportunidad, evidenciando que podríamos generar muy buenos ingresos. La tasa interna de retorno o TIR es igual a 33.22 %. Es un valor considerado alto pero que está de acuerdo a la tendencia del mercado de los servicios, en donde la TIR suele ser mucho más alta. Con este valor se recomienda seguir con el proyecto. Eso significa que por cada peso invertido en el proyecto se recupera cada peso y se generaran beneficios adicionales por 33.22 pesos. El valor del VPN o valor presente neto arrojado es de $9, 152,729 pesos. Esto quiere decir que se generan 9 millones de pesos adicionales al invertir los recursos en este proyecto, que en uno que rente el 14 % anual, por lo tanto se sugiere continuar con el proyecto e invertir los recursos. El indicador de viabilidad financiera, es el periodo de recuperación de la inversión (PRI). La inversión es de 22 millones de pesos, como la suma de las utilidades de los tres años es superior se afirma que la inversión se recupera en el tercer año.

Plan de empresa para TECO: modelo de impacto social, autosostenibilidad financiera y de minimización de la huella del e-waste en Bogotá

La red TECO es una iniciativa que integra elementos ya conocidos en el mundo de la publicidad y de la gestión RAEE, en un nuevo modelo de negocio. Esto le permite competir de manera efectiva en un segmento de mercado que si bien no está saturado, requiere de cambios estructurales para poder cumplir su objetivo. El éxito del modelo de TECO radicará en la capacidad de generar su propio flujo de dinero, lo que le garantiza su auto sostenimiento, mientras minimiza la barrera del pensamiento tradicional en la comunidad respecto al miedo de desechar el e-waste (a través de la educación). De igual manera ayudará a todos los participantes de la red a mejorar su reputación y posicionar sus marcas. En última instancia el gran ganador de esta iniciativa es el medio ambiente. Al juntar todos los segmentos de mercado, de entre los cuales TECO podrá participar en su mercado objetivo de mil empresas en Bogotá, estos suman alrededor de ochocientos treinta y ocho mil millones. De esta cifra global nada despreciable, TECO podrá aspirar a cerca de un 0.19% de participación. Más concretamente, en lo que respecta a la categoría de presupuestos destinados a programas posconsumo RAEE y Green Businesses orientados a la publicidad institucional, TECO espera obtener un 6.13% del share.