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Hoover's Online Report Builder Jones Apparel Group, Inc. (NYSE: JNY) Copyright 2004, Hoover's, Inc.
Author: vodieu
Post on 12-May-2018
Hoover's Online Report BuilderJones Apparel Group, Inc. (NYSE: JNY)
Copyright 2004, Hoover's, Inc.
http://www.hoovers.com
Table of ContentsThe Basics...............................................................................................................................................................................1
Key Numbers.............................................................................................................................................................1Financial Overview....................................................................................................................................................1Officers & Employees................................................................................................................................................2Board Members..........................................................................................................................................................3Industry Information..................................................................................................................................................3SIC Codes...................................................................................................................................................................4NAICS Codes.............................................................................................................................................................4Top Competitors.........................................................................................................................................................4All Competitors..........................................................................................................................................................5Rankings.....................................................................................................................................................................5Subsidiaries/Affiliates Covered By Hoover's Online.................................................................................................5
Biographies............................................................................................................................................................................6 Sidney Kimmel, Age 76............................................................................................................................................6 Peter Boneparth, Age 44...........................................................................................................................................6 Wesley R. (Wes) Card, Age 56.................................................................................................................................6 Ira M. Dansky, Age 48..............................................................................................................................................6 Anita Britt, Age 40....................................................................................................................................................7 Amanda J. Bokman...................................................................................................................................................7 Patrick M. Farrell, Age 54.........................................................................................................................................7 Efthimios P. Sotos.....................................................................................................................................................8 Joseph Donnalley......................................................................................................................................................8 Rhonda J. Brown, Age 48.........................................................................................................................................8 Heather Pech.............................................................................................................................................................9 Gloria DiPuma..........................................................................................................................................................9 Fran Boland...............................................................................................................................................................9 Howard Gittis, Age 70..............................................................................................................................................9 Matthew H. Kamens, Age 52..................................................................................................................................10 J. Robert Kerrey, Age 59.........................................................................................................................................10 Anthony F. Scarpa, Age 60.....................................................................................................................................10 Geraldine Stutz, Age 75..........................................................................................................................................11 Michael L. Tarnopol, Age 66..................................................................................................................................11
Overview..............................................................................................................................................................................12
History..................................................................................................................................................................................13
Products/Operations...........................................................................................................................................................14
Other Resources Available On Hoover's Online..............................................................................................................16Other Resources.......................................................................................................................................................16Related Products From Our Trusted Partners..........................................................................................................16
Annual Financials................................................................................................................................................................17
Quarterly Financials...........................................................................................................................................................19
Report Builder Jones Apparel Group, Inc. Hoover's Online
Table of ContentsHistorical Financials & Employees....................................................................................................................................22
Market Data.........................................................................................................................................................................24
Comparison Data.................................................................................................................................................................25
Competitive Landscape.......................................................................................................................................................27
250 Rittenhouse CircleBristol, PA 19007 (Map)http://www.jny.com
Phone: 2157854000Fax: 2157851795
Jones Apparel Group isn't content with keeping up it wants to set the pace. The firm has transformed itself from asupplier of designeralternative career wear into a provider of a wide range of women's clothing and shoes. Brandsinclude Jones New York, EvanPicone, and Rena Rowan. Subsidiary Nine West Group, bought in 1999, designs shoes(Easy Spirit, Enzo Angiolini, Bandolino, Gloria Vanderbilt); Gloria Vanderbilt and l.e.i., both acquired in 2002, designtwill and denim casual wear, swimwear, accessories, and footwear, among other things. The company owns and operatesabout 920 retail and outlet stores. Jones also offers men's casual sportswear. Warren Buffett's Berkshire Hathaway owns7% of the company.
Company Type Public (NYSE: JNY)
Fiscal YearEnd December
2003 Sales (mil.) $4,375.3
1Year Sales Growth 1.5%
2003 Net Income (mil.) $328.6
1Year Net Income Growth 3.2%
2002 Employees 20,785
1Year Employee Growth 24.5%
Auditor BDO Seidman, LLP
Last Close 23Mar2004 $35.78
52Week High $38.18
52Week Low $25.81
Basic EPS $2.48
Price/Earnings Ratio 14.43
R&D Expense (mil.)
Advertising Expense (mil.)
% Owned by Institutions 90.60%
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Officers & Employees
Title Name Age Salary Bonus
Chairman Sidney Kimmel 76 $1,200,000 $2,500,000
President, CEO, and Director Peter Boneparth 44
COO and CFO Wesley R. (Wes) Card 56 $600,000 $800,000
EVP, General Counsel, andSecretary
Ira M. Dansky 48
EVP, Domestic Manufacturing Ronald Harrison
EVP, Finance and InvestorRelations
Anita Britt 40
EVP, Foreign Manufacturing Martin Marlowe
EVP, Sales and Distribution John Sammaritano
SVP; CFO, Norton McNaughtonModerate Apparel Division
Amanda J. Bokman
SVP and CTO Paul Lanham
SVP and Corporate Controller Patrick M. Farrell 54
SVP and Treasurer Efthimios P. Sotos
SVP, Corporate Marketing Stacy Lastrina
SVP, Corporate Taxation andRisk Management
Joseph Donnalley
SVP, Human Resources Aida TejeroDeColli
SVP, Marketing and Advertising Stacey Lastrino
Group CEO, Jeans Isaac Dabah
Group President, Jones NewYork, Easy Spirit, and RenaRowan
Susan Metzger
President and CEO, CostumeJewelry Division
Robert Andreoli
President and CEO, Footwear,Accessories and Retail Group;President and CEO, Nine WestGroup and Jones Retail
Rhonda J. Brown 48
President, Casual Design, JonesNew York, Easy Spirit, and RenaRowan
Susan Rieland
President, Gloria VanderbiltDivision
Jack Gross
President, Licensing Mary Belle
President, Merchandising for Mark Mendelson
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Career Collection, Nine West
President, Polo Jeans Heather Pech
President and CEO, CanadianDivision
Mary Ann Curran
CFO, DenimBased Collection Tami Fersko
CFO, Footwear, Accessories andRetail Group
Gloria DiPuma
CEO, Victoria + Co andHandbags and Small LeatherGoods Division
Jackie Corso
CEO, Women's ModerateSportswear
Lynne Cote
President of Sales, LEI Spencer Rosenheck
Chief Designer, LEI Susan Geliebter
VP, Sourcing, Nine West Alan Luchette
Controller, DenimBasedCollection
Joe Kaelin
VP Sales and Marketing, NortonMcNaughton Division
Fran Boland
Title Name Age
Chairman Sidney Kimmel 76
Director Howard Gittis 70
Director Matthew H. Kamens 52
Director J. Robert Kerrey 59
Director Anthony F. Scarpa 60
Director Geraldine Stutz 75
Director Michael L. Tarnopol 66
Consumer Products ManufacturersApparel
Women's Clothing (primary) Footwear Men's Clothing
Personal Care ProductsFragrance
RetailApparel & Accessories Retail
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2321 Men's & boys' shirts
2325 Men's & boys' trousers & slacks
2329 Men's & boys' clothing, nec
2331 Women's &misses' blouses & shirts
2335 Women's, &misses' dresses
2337 Women's &misses' suits and coats
2339 Women's &misses' outerwear, necs
2384 Robes and dressing gowns
2387 Apparel belts
2389 Apparel and accessories, nec
2844 Toilet preparations
3144 Women's footwear, except athletic
3149 Footwear, except rubber, nec
3171 Women's handbags and purses
5136 Men's and boys' clothing
5137 Women's and children's clothing
5139 Footwear
315211 Men's and Boys' Cut and Sew Apparel Contractors
315212 Women's, Girls', and Infants' Cut and Sew Apparel Contractors
31522 Men's and Boys' Cut and Sew Apparel Manufacturing
315223 Men's and Boys' Cut and Sew Shirt (except Work Shirt) Manufacturing
315224 Men's and Boys' Cut and Sew Trouser, Slack, and Jean Manufacturing
315232 Women's and Girls' Cut and Sew Blouse and Shirt Manufacturing
315233 Women's and Girls' Cut and Sew Dress Manufacturing
315234 Women's and Girls' Cut and Sew Suit, Coat, Tailored Jacket, and Skirt Manufacturing
31621 Footwear Manufacturing
316214 Women's Footwear (except Athletic) Manufacturing
325620 Toilet Preparation Manufacturing
448120 Women's Clothing Stores
448210 Shoe Stores
Top Competitors
AnnTaylor Brown Shoe Liz Claiborne
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All Competitors
AnnTaylor Bally bebe stores Berkshire Hathaway Bernard Chaus Bill Blass Brown Shoe Cache Calvin Klein Candie's Casual Corner Chico's FAS Coach Coldwater Creek Donna Karan Ellen Tracy Etienne Aigner Gucci IT Holding J. Jill Group Kasper Kenneth Cole Liz Claiborne Marisa Christina Maxwell Shoe Nordstrom Payless ShoeSource PhillipsVan Heusen Polo Ralph Lauren St. John Knits Salvatore Ferragamo Skechers U.S.A. Steven Madden Talbots VF The White House
#375 in FORTUNE 500 S&P 500
Subsidiaries/Affiliates Covered By Hoover's Online
Kasper A.S.L., Ltd. McNaughton Apparel Group Inc. Nine West Group Inc.
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Sidney Kimmel, Age 76
Chairman, $1,200,000 salary, $2,500,000 bonus
Mr. Kimmel founded the Jones Apparel Division of W.R. Grace & Co. in 1970. Mr. Kimmel has served as our Chairmansince 1975 and as Chief Executive Officer from 1975 to May 2002.
Source: 10K, March 12, 2004
Peter Boneparth, Age 44
President, CEO, and Director
Other Company Affiliations
Company Title Salary Bonus
Nine West Group Inc. President and CEOBiography
Mr. Boneparth was named President in March 2002 and Chief Executive Officer in May 2002. He also serves as ChiefExecutive Officer of McNaughton. He has been Chief Executive Officer of McNaughton since June 1999, President ofMcNaughton from April 1997 until January 2002, and Chief Operating Officer of McNaughton from 1997 until itsacquisition by us. Prior to that time, Mr. Boneparth was Executive Vice President and Senior Managing Director ofInvestment Banking for Rodman & Renshaw, Inc., an investment banking firm, from March 1995 to April 1997.
Wesley R. (Wes) Card, Age 56
COO and CFO, $600,000 salary, $800,000 bonus
Mr. Card has been our Chief Financial Officer since 1990. He was also named Chief Operating Officer in March 2002.
Ira M. Dansky, Age 48
EVP, General Counsel, and Secretary
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Mr. Dansky has been our General Counsel since 1996 and our Secretary since January 2001. He was elected an ExecutiveVice President in March 2002.
Anita Britt, Age 40
EVP, Finance and Investor Relations
Ms. Britt was named Executive Vice President of Finance in May 2002. She served as Director of Investor Relations andFinancial Planning from 1996 to August 2000, Vice President, Finance and Investor Relations from September 2000 toFebruary 2001 and Senior Vice President, Finance and Investor Relations from March 2001 to April 2002.
SVP; CFO, Norton McNaughton Moderate Apparel Division
McNaughton Apparel Group Inc. VP, CFO, Secretary, and TreasurerBiography
Ms. Bokman joined Jones Apparel Group in June 2001 through the acquisition of McNaughton Apparel Group, Inc.where she held the position of Vice President, Chief Financial Officer, Secretary and Treasurer from 1992 through thedate of the merger.
Source: Company Press Release, June 10, 2002
Patrick M. Farrell, Age 54
SVP and Corporate Controller
Mr. Farrell was appointed Vice President and Corporate Controller in November 1997 and Senior Vice President inSeptember 1999.
Efthimios P. Sotos
SVP and Treasurer
Mr. Sotos began with the Company as Assistant Treasurer of the Nine West Group in 1995, and most recently held theposition of Corporate Vice President and Treasurer of Jones Apparel Group.
Source: Company Press Release, May 31, 2002
SVP, Corporate Taxation and Risk Management
Prior to joining Jones Apparel Group in 1995, Mr. Donnalley was Vice President Corporate Taxes for PNC Bank, N.A.Mr. Donnalley previously held the position of Vice President Corporate Taxes and Risk Management with Jones ApparelGroup.
Rhonda J. Brown, Age 48
President and CEO, Footwear, Accessories and Retail Group; President and CEO, Nine West Group and JonesRetail
Nine West GroupInc.
President and CEO, Footwear, Accessories and Retail Group; President and CEO,Nine West and Jones Retail
Recent Work Highlights
Nine West Group Inc.Title held until 2004: President and CEO
Ms. Brown joined us as President and Chief Executive Officer of Nine West Group and President and Chief ExecutiveOfficer of Footwear, Accessories and Retail Group in October 2001. Prior to joining us, Ms. Brown served as President ofSteve Madden, Ltd. from February 2000 to September 2001. Ms. Brown also served as Chief Operating Officer of SteveMadden, Ltd. from July 1996 to January 2001 and as a director of that company from October 1996 to September 2001.
Heather Pech
President, Polo Jeans
Ms. Pech has almost 20 years experience in the apparel industry. She joined Jones Apparel Group in 1990, most recentlyserving as Group President of Jones New York Sport, Jones Jeans, Easy Spirit, Jones Studio and Rena Rowan.
Source: Company Press Release, September18, 2003
CFO, Footwear, Accessories and Retail Group
Gloria DiPuma was promoted to the position of Chief Financial Officer Footwear, Accessories and Retail Group ofJones Apparel Group, Inc., in October 2002. In this capacity, Ms. DiPuma will oversee the financial operation for thewholesale footwear and accessories businesses and the Nine West Retail Group. Ms. DiPuma joined Jones Apparel Groupin June 1999 through the acquisition of Nine West Group Inc. where she has served, since 1993, in various seniorfinancial and operational roles. Ms. DiPuma will continue to report directly to Rhonda Brown, President and CEO,Footwear, Accessories and Retail Group.
Source: Company Press Release, October 16, 2002
VP Sales and Marketing, Norton McNaughton Division
McNaughton Apparel Group Inc. VP Sales and Marketing, Norton McNaughton Division
Howard Gittis, Age 70
Loral Space & Communications Ltd. Director
MacAndrews & Forbes Holdings Inc. CoVice Chairman
M&F Worldwide Corp. Chairman, President, and CEO
Panavision Inc. Vice Chairman
REV Holdings LLC Vice Chairman and Manager
Revlon, Inc. Director
Scientific Games Corporation DirectorRecent Work Highlights
Golden State Bancorp Inc.Last position held, Director
Mr. Gittis has been Vice Chairman and Chief Administrative Officer and a director of MacAndrews & Forbes HoldingsInc., a diversified holding company, and various of its affiliates since July 1985. In addition, Mr. Gittis is a director ofLoral Space and Communications Ltd., M&F Worldwide Corp., Panavision Inc., Revlon, Inc., Revlon Consumer ProductsCorporation and Scientific Games Corporation.
Matthew H. Kamens, Age 52
Mr. Kamens is employed by Mr. Kimmel as a lawyer and personal advisor. He is also Of Counsel to the law firm of Wolf,Block, Schorr and SolisCohen LLP, where he served as its Chairman from 1995 to 2001.
J. Robert Kerrey, Age 59
Mr. Kerrey has served as the President of New School University in New York City since January 2001. From 1988 to2000, he served as United States Senator from Nebraska. During that period, he was a member of numerouscongressionallychartered commissions and Senate committees, including the Senate Finance and AppropriationsCommittees and the Senate Select Committee on Intelligence. Prior to that time, he served as Governor of Nebraska from19821987. Mr. Kerrey also serves on the Board of Directors of InfoUSA and Tenet Healthcare Corporation.
Anthony F. Scarpa, Age 60
Report Builder Jones Apparel Group, Inc. Hoover's Online 10
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Mr. Scarpa served as Senior Vice President and Division Executive of J.P. Morgan Chase Bank from 1985 until hisretirement in December 2000.
Geraldine Stutz, Age 75
Ms. Stutz has been a principal partner of GSG Group, a fashion and marketing service, since 1993. Prior to 1993, she wasPublisher of Panache Press at Random House, a book publisher. From 1960 until 1986, Ms. Stutz was President of HenriBendel. Ms. Stutz has served on the Board of Directors of Tiffany & Co., The Theatre Development Fund and The Actors'Fund.
Michael L. Tarnopol, Age 66
The Bear Stearns Companies Inc. Vice Chairman, Bear Stearns & Co.Biography
Mr. Tarnopol is a Senior Managing Director, Chairman of the Investment Banking Division and Vice Chairman of theBoard of Directors of Bear, Stearns and Co. Inc. Mr. Tarnopol joined Bear Stearns in 1975, became a Partner in 1975, andheld executive positions in its Mergers and Acquisitions and International departments prior to its conversion from apartnership to a corporation in 1985. Thereafter, he became a Senior Managing Director of the corporation.
Its products are manufactured mainly by third parties in Asia, Latin America, and the US. Footwear is made inChina, Brazil, and Italy.
Jones also licenses its Jones New York and EvanPicone brand names to other makers of women's and men's apparel andaccessories; it has an exclusive license as well with Polo Ralph Lauren to manufacture and sell Laurenbrand products inCanada, Mexico, and the US. The company is expanding its successful Bandolino shoe line to include apparel and hasadded jewelry to its Gloria Vanderbilt line.
In January 2003 Jones announced plans to close some of its manufacturing facilities, cut jobs, and convert most of itsAngiolini shoe stores into Bandolino stores.
Later the same year, Jones filed a legal claim against Polo Ralph Lauren for claims that the designer attempted to renegeon its license for Laurenbranded apparel. Polo claimed that the licenses for Ralph and Lauren by Ralph Lauren werelinked by way of their respective success. In 2002 the Ralph brand brought in less than half of the sales required tomaintain the license agreement; the Lauren brand, on the other hand, has far exceeded its minimal revenue requirementand brought in more than $500 million.) At issue is whether the Lauren license will remain in effect until its contract endsin late 2006.
On the spending side, Jones Apparel acquired Kasper, maker of Anne Klein, in late 2003. The deal allows Jones Apparelto make up for some of the revenue lost in its fracas with Polo Ralph Lauren. In March 2004, Jones Apparel launched ahostile $297 million takeover bid for shoemaker Maxwell Shoe as it continues expansion in the footwear and AnneKlein market. Jones would then consolidate its Anne Klein apparel business with Maxwell's Anne Klein footwearbusiness. The offer for Maxwell Shoe is below the stock price.
The company also plans to shut down the Rena Rowan business by the end of 2004.
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When diversifying chemical firm W. R. Grace & Co. began a brief foray into the fashion world in 1970, it hired SidneyKimmel to run the show. Kimmel had worked in a knitting mill in the 1950s and served as president of women'ssportswear maker Villager in the 1960s. He and his companion, designer Rena Rowan, created Grace's fashionable butmoderately priced Jones New York line.
Kimmel and Grace accountant Gerard Rubin bought Grace's fashion division in 1975, incorporating it as Jones ApparelGroup. Jones expanded quickly by bringing out new labels and licensing others, such as Christian Dior. Talks to sell thecompany to underwear maker Warnaco fell through in 1981.
Tapping into two trends of the early 1980s, Jones Apparel offered the sweatsuit fashions of Norma Kamali and in 1984acquired the license for the Gloria Vanderbilt line from Murjani. Swanadorned Gloria Vanderbilt jeans had beenmusthaves early in the decade, but the deal turned into an ugly duckling as costs beyond Jones Apparel's control pushedthe company into the red. (Meanwhile, Kimmel produced the films 9 1/2 Weeks and Clan of the Cave Bear and led agroup that briefly controlled the Famous Amos Cookie Co.)
Creditors forced Jones Apparel to unload most of its brands all but Jones New York, Saville, and Christian Dior and cut jobs, and by 1988 it was profitable again. Kimmel bought Rubin's interest in the company in 1989 and took itpublic in 1991, retaining about half of the stock.
In the early 1990s, as recessionminded shoppers looked for bargains and the American workplace became more casual,Jones again took off. The company expanded with new lines, such as Rena Rowan (inexpensive suits) and Jones & Co.(career casuals). Jones Apparel moved into women's accessories with the 1993 purchase of the EvanPicone brand name.
Two years later the company struck its first licensing agreement with Polo Ralph Lauren, for the Lauren by Ralph Laurenline of women's sportswear. Propelled by the new line, Jones reached $1 billion in sales in 1996. The company ended itslongheld licensing agreement with Christian Dior the next year.
Jones Apparel licensed Ralph by Ralph Lauren, a lowerpriced juniors' line, in 1998. That year it purchased Sun Apparel,picking up the rights to Todd Oldham and Polo jeans, and in 1999 it bought the remaining clothing, footwear, cosmetics,and apparel rights to the youthoriented Oldham name.
The firm then made its biggest acquisition by far when it paid $1.4 billion for shoe designer and retailer Nine West Group(Easy Spirit, Enzo Angiolini, Bandolino, Amalfi).
With the Nine West purchase, Jones Apparel inherited an FTC investigation into the footwear designer's pricing policies.The company closed several Nine West facilities in 1999, cutting about 1,900 jobs, followed by the sale of its retailoperations in Canada (1999), Asia (2000), and the UK (2001). In 2000 Jones Apparel bought costume jewelry designerand marketer Victoria + Co. for $90 million. It purchased midmarket clothing designer McNaughton Apparel Group in2001.
Continuing its acquisition spree, the company agreed to purchase Gloria Vanderbilt Apparel in March 2002 for about$140 million. The company said that year that it planned to open 1520 retail stores and close 3040 underperforminglocations. In May president Peter Boneparth was named CEO, after Kimmel stepped down (he remains as chairman).Jones Apparel bought RSV Sport, maker of l.e.i. jeanswear for girls, in August 2002 and with it came a foray intoswimwear, watches, belts, sunglasses, outerwear, and children's apparel that went beyond licensing.
In 2003, Jones Apparel began phasing out its Rena Rowan line.
Products/Operations
Jones Apparel Group's products are manufactured primarily by contractors in Asia, Latin America, and the US. They aresold in Australia, Canada, and the US.
$ mil. % of total
Wholesale better apparel 1475.0 34
Wholesale moderate apparel 1310.2 30
Wholesale footwear & accessories 868.3 20
Retail 685.6 16
Other 36.2
Total 1475.3 100
2003 Stores
Nine West retail 217
Easy Spirit retail 145
Nine West outlet 134
Jones New York outlet 127
Easy Spirit outlet 101
Kasper outlet 70
Enzo Angiolini retail 24
Bandolino retail 16
Anne Klein outlet 12
Others, including apparel 38
Selected Brand Affiliates
9 & Co. Albert Nipon Anne Klein Bandolino Calico Capezio (licensed) Easy Spirit Enzo Angiolini Esprit (licensed) EvanPicone Givenchy (jewelry) (licensed) Gloria Vanderbilt JNY Sport Jones New York Jones Wear Judith Jack Kasper Napier
Nine West Polo Jeans Company (licensed) Rena Rowan Richelieu Tommy Hilfiger Westies
Archived Charts
2002 Sales $ mil. % of totalWholesale better apparel 1,636.4 38Wholesale moderate apparel 1,093.5 25Wholesale footwear & accessories 882.3 21Retail 700.0 16
Total 4,312.2 100
2001 Stores No.Retail Nine West 210 Easy Spirit 150 Enzo Angiolini 47 Apparel 13 Outlet Nine West 136 Banister/Easy Spirit 111 Stein Mart (leased) 98 Jones New York 84 Jones New York Country 45 Jones New York Sport 21 Others 29
2001 Sales $ mil. % of totalWholesale apparel 2,369 58Retail 712 17Wholesale footwear & accessories 967 24Other 25 1 Adjustment (25)
Total 4,048 100
Other Resources Available On Hoover's Online
News for Jones Apparel (last 90 days)
Company Press Release Archive
Headquarters Map SEC Filings
10K Filings
Stock Quote Stock Chart Earnings Estimates ValuEngine Analysis Annual Report Investor Relations Financial Data Definitions Market Data Definitions Comparison Data Definitions Historical Financials & Employees Definitions
Related Products From Our Trusted Partners
Buy Reports and Books
D&B Business/Credit Reports: Jones Apparel Group, Inc.(D&B, Feb 1, 2004, Business Reports)
Jones Apparel Group, Inc.: Company Profile(Datamonitor, Feb 1, 2004, Business Reports)
Quantitative Report for JNY(ValuEngine, Inc., Jan 1, 2004, Business Reports)
Retail Travail: Selling in a WalMart World(Hoover's, Inc., Feb 1, 2004, Business Reports)
Apparel Clothing Mfg Deluxe Set(Harris Industry Reports, Aug 12, 2003, Business Reports)
Apparel & Accessories Retail: Financial Analysis Profiles(BizMiner, Dec 23, 2003, Business Reports)
Children's and Infants' Clothing Stores in the US(IBISWorld, Nov 23, 2003, Business Reports)
Holiday 2002 Postmortem: Strong Holiday Sales Must Not Cause Retailersto Grow Complacent(Jupitermedia Corporation, Mar 13, 2003, Business Reports)
Additional 3rd Party Libraries
Additional Research On Jones Apparel
Corporate Hierarchy
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Annual Financials
All amounts in millions of US Dollars
Income Statement Dec 03 Dec 02 Dec 01
Revenue 4,375.3 4,312.2 4,048.3
Cost of Goods Sold 2,639.1 2,568.2 2,482.7
Gross Profit 1,736.2 1,744.0 1,565.6
Gross Profit Margin 39.7% 40.4% 38.7%
SG&A Expense 1,056.9 1,093.3 978.6
Depreciation & Amortization 99.5 88.8 131.9
Operating Income 579.8 561.9 455.1
Operating Margin 13.3% 13.0% 11.2%
Nonoperating Income 6.0 34.3 29.3
Nonoperating Expenses 58.8 62.7 84.6
Income Before Taxes 527.0 533.5 399.8
Income Taxes 198.4 201.2 163.6
Net Income After Taxes 328.6 332.3 236.2
Continuing Operations 328.6 332.3 236.2
Discontinued Operations 0.0 0.0 0.0
Total Operations 328.6 332.3 236.2
Total Net Income 328.6 318.5 236.2
Net Profit Margin 7.5% 7.4% 5.8%
Diluted EPS from Continuing Operations ($) 2.48 2.46 1.82
Diluted EPS from Discontinued Operations ($) 0.00 0.00 0.00
Diluted EPS from Total Operations ($) 2.48 2.46 1.82
Diluted EPS from Total Net Income ($)
Dividends per Share 0.16 0.00 0.00
Balance Sheet Dec 03 Dec 02 Dec 01
Cash 350.0 283.3 76.5
Net Receivables 385.8 389.3 395.8
Inventories 590.6 529.6 572.9
Other Current Assets 129.5 116.0 95.8
Total Current Assets 1,455.9 1,318.2 1,141.0
Net Fixed Assets 268.4 249.3 242.5
Other Noncurrent Assets 2,463.4 2,285.1 1,990.0
Total Assets 4,187.7 3,852.6 3,373.5
Liabilities and Shareholders' Equity Dec 03 Dec 02 Dec 01
Accounts Payable 244.6 230.2 216.7
ShortTerm Debt 180.8 6.3 7.7
Other Current Liabilities 203.6 190.8 153.8
Total Current Liabilities 629.0 427.3 378.2
LongTerm Debt 835.1 978.1 976.6
Other Noncurrent Liabilities 55.7 45.1 32.5
Total Liabilities 1,649.9 1,549.1 1,468.1
Preferred Stock Equity 0.0 0.0 0.0
Common Stock Equity 2,537.8 2,303.5 1,905.4
Total Equity 2,537.8 2,303.5 1,905.4
Shares Outstanding (mil.) 126.2 128.4 125.7
Cash Flow Statement Dec 03 Dec 02 Dec 01
Net Operating Cash Flow 455.0 716.5 562.4
Net Investing Cash Flow (274.5) (368.7) (160.3)
Net Financing Cash Flow (114.7) (141.1) (387.2)
Net Change in Cash 66.7 206.8 16.0
Capital Expenditures (313.9) (390.2) (209.8)
Cash Dividends Paid (20.2) 0.0 0.0
Data Definitions
Some financial information provided by Media General Financial Services, Inc. , Richmond, Virginia
http://www.mgfs.com
All amounts in millions of US Dollars except per share amounts.
Income StatementQuarter
Ending Dec 03Quarter
Ending Sep 03Quarter
Ending Jun 03Quarter Ending
Mar 03Quarter
Ending Dec 02
Revenue 1,002.7 1,171.1 974.7 1,226.7 954.8
Cost of Goods Sold 602.1 727.0 579.7 730.2 582.6
Gross Profit 400.6 444.1 395.0 496.5 372.2
Gross Profit Margin 40.0% 37.9% 40.5% 40.5% 39.0%
SG&A Expense 270.6 264.4 249.4 272.4 297.5
Depreciation & Amortization 28.3 25.1 23.5 22.6 20.0
Operating Income 101.7 154.6 122.1 201.5 54.7
Operating Margin 10.1% 13.2% 12.5% 16.4% 5.7%
Nonoperating Income (20.7) 10.8 6.8 9.0 11.1
Nonoperating Expenses 14.3 14.7 14.8 15.0 14.9
Income Before Taxes 66.7 150.7 114.1 195.5 82.8
Income Taxes 24.9 56.8 43.0 73.7 31.2
Net Income After Taxes 41.8 93.9 71.1 121.8 51.6
Continuing Operations 41.8 93.9 71.1 121.8 51.6
Discontinued Operations 0.0 0.0 0.0 0.0 0.0
Total Operations 41.8 93.9 71.1 121.8 51.6
Total Net Income 41.8 93.9 71.1 121.8 51.6
Net Profit Margin 4.2% 8.0% 7.3% 9.9% 5.4%
Diluted EPS from ContinuingOperations ($)
Diluted EPS fromDiscontinued Operations ($)
Diluted EPS from TotalOperations ($)
Diluted EPS from Total NetIncome ($)
Dividends per Share 0.08 0.08 0.00 0.00 0.00
Balance SheetQuarter
Cash 350.0 194.2 347.5 95.1 283.3
Net Receivables 385.8 620.9 432.7 722.8 389.3
Inventories 590.6 554.9 584.4 531.9 529.6
Other Current Assets 129.5 128.0 121.1 116.6 116.0
Total Current Assets 1,455.9 1,498.0 1,485.7 1,466.4 1,318.2
Net Fixed Assets 268.4 256.5 257.9 256.6 249.3
Other Noncurrent Assets 2,463.4 2,308.3 2,274.9 2,277.1 2,285.1
Total Assets 4,187.7 4,062.8 4,018.5 4,000.1 3,852.6
Liabilities andShareholders' Equity
QuarterEnding Dec 03
QuarterEnding Sep 03
QuarterEnding Jun 03
Quarter EndingMar 03
Accounts Payable 244.6 200.3 241.2 208.2 230.2
ShortTerm Debt 180.8 180.5 180.4 7.2 6.3
Other Current Liabilities 203.6 186.2 163.5 229.7 190.8
Total Current Liabilities 629.0 567.0 585.1 445.1 427.3
LongTerm Debt 835.1 831.3 828.6 998.4 978.1
Other Noncurrent Liabilities 55.7 48.8 46.6 53.1 45.1
Total Liabilities 1,649.9 1,554.5 1,567.5 1,596.6 1,549.1
Preferred Stock Equity 0.0 0.0 0.0 0.0 0.0
Common Stock Equity 2,537.8 2,508.3 2,451.0 2,403.5 2,303.5
Total Equity 2,537.8 2,508.3 2,451.0 2,403.5 2,303.5
Shares Outstanding (mil.) 126.2 126.1 127.0 128.0 128.4
Cumulative Cash FlowStatement
Net Operating Cash Flow 455.0 76.5 122.2 (167.8) 716.5
Net Investing Cash Flow (274.5) (62.6) 3.9 12.3 (368.7)
Net Financing Cash Flow (114.7) (103.6) (63.0) (33.1) (141.1)
Net Change in Cash 66.7 (89.1) 64.2 (188.2) 206.8
Capital Expenditures (313.9) (94.4) (33.4) (12.5) (390.2)
Cash Dividends Paid (20.2) (10.1) 0.0 0.0 0.0
Historical Financials & Employees
YearRevenue
($ mil.)Net Income
($ mil.)Net Profit
MarginEmployees
Dec 03 4,375.3 328.6 7.5%
Dec 02 4,312.2 318.5 7.4% 20,785
Dec 98 1,669.4 154.9 9.3% 8,685
Dec 96 1,021.0 80.9 7.9% 2,945
Dec 95 776.4 63.5 8.2% 2,560
Stock History
YearStock Price ($) P/E Per Share ($)
FYHigh
FYLow
FYClose
High Low Earns. Div.Book
Dec 03 37.4 25.6 35.2 15.1 10.3 2.5 0.2 20.1
Dec 00 35.0 20.1 32.2 14.1 8.1 2.5 0.0 12.3
Dec 98 37.8 15.9 22.1 25.7 10.8 1.5 0.0 5.7
Dec 96 18.7 8.9 18.7 24.6 11.7 0.8 0.0 3.6
Dec 95 9.9 5.7 9.8 16.5 9.4 0.6 0.0 3.0
Dec 94 8.9 5.5 6.4 17.2 10.6 0.5 0.0 2.4
2003 YearEnd Financials
Debt ratio 32.9%
Return on equity 12.9%
Cash ($ mil.) 350.0
Longterm debt ($ mil.) 835.1
Shares Outstanding (mil.) 126.2
Dividend payout 6.5%
Market Cap ($ mil.) 4,446.0
Last Close 23Mar2004 $35.78 Price/Sales Ratio 1.03
52Week High $38.18 Price/Book Ratio 1.78
52Week Low $25.81 Price/Earnings Ratio 14.43
60Month Beta 1.2 Price/Cash Flow Ratio 10.55
Market Cap (mil.) $4,512.0 Return on Assets 7.8%
Shares Outstanding (mil.) 126.1 Return on Equity 12.9%
Dividend Rate 0.24 Current Ratio 2.31
Dividend Yield 0.7% LongTerm Debt/Equity 0.33
# of Institutional Holders 893 % Owned by Institutions 90.6%
Latest Short Interest Ratio 2.30 Latest Net Insider Transactions 0.00
Growth Rates 12 Month 36 Month 60 Month
Revenue Growth 1.5% 2.5% 17.8%
EPS Growth 0.8% 3.1% 10.8%
Comparison Data
Profitability Company Industry1 Market2
Gross Profit Margin 39.68% 39.78% 48.25%
PreTax Profit Margin 12.04% 7.20% 6.92%
Net Profit Margin 7.51% 4.14% 4.05%
Return on Equity 12.9% 9.3% 7.9%
Return on Assets 7.8% 5.0% 1.3%
Return on Invested Capital 9.7% 6.9% 3.8%
Valuation Company Industry1 Market2
Price/Sales Ratio 1.03 0.93 1.37
Price/Earnings Ratio 14.43 22.98 33.17
Price/Book Ratio 1.78 2.09 2.66
Price/Cash Flow Ratio 10.55 13.50 13.40
Operations Company Industry1 Market2
Days of Sales Outstanding 31.74 51.96 58.63
Inventory Turnover 4.7 4.0 7.6
Days Cost of Goods Sold in Inventory 76 89 47
Asset Turnover 1.1 1.3 0.3
Net Receivables Turnover Flow 11.3 7.0 6.3
Effective Tax Rate 37.6% 41.0% 41.1%
Financial Company Industry1 Market2
Current Ratio 2.31 2.64 1.42
Quick Ratio 1.2 1.5 1.0
Leverage Ratio 1.65 1.86 5.95
Total Debt/Equity 0.40 0.42 1.42
Interest Coverage 10.00 6.40 2.30
Per Share Data ($) Company Industry1 Market2
Revenue Per Share 34.70 27.49 19.90
Fully Diluted Earnings Per Sharefrom Total Operations
Cash Flow Per Share 3.39 1.89 2.03
Working Capital Per Share 6.56 7.54 2.26
LongTerm Debt Per Share 6.62 4.37 11.10
Book Value Per Share 20.12 12.19 10.24
Total Assets Per Share 33.21 22.71 60.91
Growth Company Industry1 Market2
12Month Revenue Growth 1.5% 4.5% 7.0%
12Month Net Income Growth (1.1%) (2.3%) 147.2%
12Month EPS Growth 0.8% (1.8%) 156.3%
12Month Dividend Growth 10.0% 4.9%
36Month Net Income Growth 6.1% (2.5%) (9.3%)
36Month EPS Growth 3.1% (6.7%) (10.0%)
36Month Dividend Growth (11.0%) 2.2%1Industry: TextileApparel ClothingIndustry classifications are from Media General Financial Services, Inc. .
2 Public companies trading on the New York Stock Exchange, the American Stock Exchange, and the NASDAQ National Market.
http://www.mgfs.com/html/products/resource_center/industry_groups/definitions.shtmlhttp://www.mgfs.com/http://www.mgfs.com
KEY: Best of Group. Companies listed are Top Competitors.
Key NumbersJones
ApparelAnnTaylor Brown Shoe Liz Claiborne
Annual Sales ($mil.) 4,375.3 1,587.7 1,832.1 4,241.1
Market Cap ($mil.) 4,512.0 1,871.9 644.1 3,944.3
ProfitabilityJones
ApparelAnnTaylor Brown Shoe Liz Claiborne Industry2 Market3
Gross Profit Margin 39.68% 60.15% 42.02% 47.03% 39.78% 48.25%
PreTax Profit Margin 12.04% 8.90% 3.85% 10.34% 7.20% 6.92%
Net Profit Margin 7.51% 6.36% 2.56% 6.59% 4.14% 4.05%
Return on Equity 12.9% 12.7% 13.6% 17.7% 9.3% 7.9%
Return on Assets 7.8% 8.9% 6.6% 10.7% 5.0% 1.3%
Return on Invested Capital 9.7% 11.0% 10.6% 13.9% 6.9% 3.8%
ValuationJones
Price/Sales Ratio 1.03 1.18 0.35 0.93 0.93 1.37
Price/Earnings Ratio 14.43 19.42 14.17 13.96 22.98 33.17
Price/Book Ratio 1.78 2.36 1.87 2.50 2.09 2.66
Price/Cash Flow Ratio 10.55 13.34 8.26 10.26 13.50 13.40
OperationsJones
Days of Sales Outstanding 31.74 3.99 12.67 33.17 51.96 58.63
Inventory Turnover 4.7 2.9 2.8 4.7 4.0 7.6
Days Cost of Goods Sold inInventory
Asset Turnover 1.1 1.5 2.6 1.7 1.3 0.3
Net Receivables Turnover Flow 11.3 99.3 28.2 11.1 7.0 6.3
Effective Tax Rate 37.6% 39.5% 27.5% 36.2% 41.0% 41.1%
FinancialJones
Current Ratio 2.31 2.98 2.20 2.56 2.64 1.42
Quick Ratio 1.2 1.5 0.5 1.4 1.5 1.0
Leverage Ratio 1.65 1.44 2.06 1.65 1.86 5.95
Total Debt/Equity 0.40 0.16 0.35 0.29 0.42 1.42
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Interest Coverage 10.00 21.80 7.80 15.40 6.40 2.30
Per Share Data ($)Jones
Revenue Per Share 34.70 35.08 101.55 38.28 27.49 19.90
2.48 2.13 2.52 2.55 1.11 0.82
Dividends Per Share 0.16 0.00 0.40 0.23 0.22 0.43
Cash Flow Per Share 3.39 3.10 4.32 3.47 1.89 2.03
Working Capital Per Share 6.56 8.41 15.70 7.42 7.54 2.26
LongTerm Debt Per Share 6.62 2.75 5.54 3.97 4.37 11.10
Book Value Per Share 20.12 17.52 19.08 14.24 12.19 10.24
Total Assets Per Share 33.21 25.18 39.24 23.53 22.71 60.91
GrowthJones
12Month Revenue Growth 1.5% 15.0% (0.5%) 14.1% 4.5% 7.0%
12Month Net Income Growth (1.1%) 25.8% 3.8% 21.0% (2.3%) 147.2%
12Month EPS Growth 0.8% 23.8% 0.0% 18.1% (1.8%) 156.3%
12Month Dividend Growth 0.0% 0.0% 10.0% 4.9%
36Month Revenue Growth 2.5% 8.5% 3.0% 10.6% 2.2% 2.5%
36Month Net Income Growth 6.1% 34.7% 58.8% 15.4% (2.5%) (9.3%)
36Month EPS Growth 3.1% 31.5% 57.7% 14.5% (6.7%) (10.0%)
36Month Dividend Growth 0.0% 0.0% (11.0%) 2.2%
1 Data unavailable.2 Industry: TextileApparel ClothingIndustry classifications are from Media General Financial Services, Inc. .3 Public companies trading on the New York Stock Exchange, the American Stock Exchange, and the NASDAQ National Market.
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Table of Contents The Basics Key Numbers Financial Overview Officers & Employees Board Members Industry Information SIC Codes NAICS Codes Top Competitors All Competitors Rankings Subsidiaries/Affiliates Covered By Hoover's Online
Biographies Sidney Kimmel, Age 76 Peter Boneparth, Age 44 Wesley R. (Wes) Card, Age 56 Ira M. Dansky, Age 48 Anita Britt, Age 40 Amanda J. Bokman Patrick M. Farrell, Age 54 Efthimios P. Sotos Joseph Donnalley Rhonda J. Brown, Age 48 Heather Pech Gloria DiPuma Fran Boland Howard Gittis, Age 70 Matthew H. Kamens, Age 52 J. Robert Kerrey, Age 59 Anthony F. Scarpa, Age 60 Geraldine Stutz, Age 75 Michael L. Tarnopol, Age 66
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        {
            BOT_ASSERT(value[key].IsInt(), "%s should be an int", key);
            dest = (T)value[key].GetInt();
        }
    }

    void ReadBool(const char * key, const rapidjson::Value & value, bool & dest);
    void ReadString(const char * key, const rapidjson::Value & value, std::string & dest);

    std::string ReadFile(const std::string & filename);
}

redpajama_set_name: RedPajamaGithub


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Pebbles ~ Domestic Short Haired Tuxedo ~ Approx. 2 1/2 years old (as of 1/14/2018) Can be visited at Petvalu located at 2000 Mendon Road, Cumberland, RI Our little lady...Pebbles Pebbles was a feral cat in Central Falls that we took in with her three baby girls. She proved to be a wonderful mom to her girls and is now she's ready for a life of being care for herself. Pebbles is a gorgeous young tuxedo mom. She's very sweet, craving attention. She likes to rub against you all the time, wanting nothing more than a new loving home. Our adoptions run as follows: When someone shows an interest in one of our pets we respond with an email with an attached application. Once your application is emailed back to us, and a background check is completed, a meeting with the animal goes forward. We are a rescue group which means all of our cats/kittens are technically in foster care. We are not set up for drop in visits. All of our contact is done through e-mails until you are called by David who is the gentleman that reviews all of our applicants. Dave is the one with all of the background information on the cats/kittens. Our adoption fee is $150.00 per pet. All of our cats/kittens are fully vetted, current on all shots, micro-chipped and spayed/neutered before heading home. P.S.: Our ACO is not involved with any of the cat/kitten placement procedures so please do not contact her for assistance. You will simply be sent back to us. Thank you!!!


text:
Which UK politicians claimed that German car makers would ensure a good Brexit deal for the UK?
Before the 2016 referendum I recall a number of claims that the German car makers would make Angela Merkel (somehow) make the rest of Europe give the UK a good deal.
I know Nigel Farage made this claim, and I've found a speech by David Davis where he says:
We are too valuable a market for Europe to shut off. Within minutes of a vote for Brexit the CEO's of Mercedes, BMW, VW and Audi will be knocking down Chancellor Merkel's door demanding that there be no barriers to German access to the British market.
Did any other prominent UK politicians make this claim?
united-kingdom brexit
edited Apr 4 '19 at 8:40
Does it matter? It's not as if they'll be held accountable by their voters of the press for this.
– pjc50
Patrick Minford of the Economists for Brexit said it's inevitable that the UK will have to wind down car manufacturing like it did with coal and steel. For car buyers, then, EU car manufacturer access to the UK will be important.
– Lag
@pjc50 I don't know, I can't see the Tory party escaping punishment for brexit and Labour will probably be hammered too.
Not quite in those naked promissory terms, but... Rees-Mogg (low hanging fruit, I know) said something more conditional after the Audi boss made some noise in mid 2018:
THE head of one of Germany's biggest car makers has called for a tariff-free trade deal with Britain.
Audi chairman Rupert Stadler said he wanted the EU to find a deal that would preserve existing markets on both sides of the Channel. Asked if he was concerned about the impact on UK sales — and the knock-on effect on German jobs — in the event of post-Brexit tariffs, he said: 'We don't want tariffs. I'm a big fan of fair trade and free trade.'
Mr Stadler said there would be no winners if the EU and the UK didn't strike a deal.
Eurosceptic Jacob Rees-Mogg welcomed the comments and said it suggested EU chief negotiator Michel Barnier was out of step with the interests of member states. The Tory MP said it was also important because German leader Angela Merkel 'has a good track record of backing Germany's industrial interests'. He added: 'The unity of the EU is fraying — the question is whether things will move in time.'
Random fact: Stadler was arrested soon thereafter in the emissions probe.
Stadler was not the only guy on the German side to "break ranks"; e.g., this year:
The boss of the IFO Institute [Gabriel Felbermayr] said steps should be taken to keep the "EU and the UK in a joint customs territory after 2020". [...]
While German business groups were maintaining a tough stance to avoid undermining the European Commission's negotiating stance, Mr Felbermayr said the EU should take a softer approach.
"The EU should, as a quick fix at least, offer to remove both the backstop and the withdrawal agreement's current time limit on the mobility of goods and capital so that the provisional agreement would keep the EU and the UK in a joint customs territory association even after 2020 without making a difference between Northern Ireland and the UK. That would be key," he said.
I'm sure some Brexiteers have picked up on this as well, I can't be bothered to search for their reactions.
And I'm not sure how this particular claim (of easy negotiations with the EU) is more relevant than other implausible ones regarding trade or the economic impact, e.g.
Liam Fox promises to sign 40 free trade deals the 'second after' Brexit [...]
The Secretary of State for International Trade insisted the UK would easily be able to copy and paste all 40 of the EU's external trade deals "the second after midnight" on Brexit day in March 2019.
"We're going to replicate the 40 EU free trade agreements that exist before we leave the European Union so we've got no disruption of trade," Fox told a Conservative party [...] event in Manchester.
"I hear people saying 'oh we won't have any [free trade agreements] before we leave'. Well believe me we'll have up to 40 ready for one second after midnight in March 2019," he told cheering Tory activists. [...]
Fox also dismissed claims that a no-deal Brexit would have a negative impact on the British economy. [...]
"People talk about this as if it's some sort of horror awaiting us," the Tory minister said.
"But that's how we conduct our business most of our time. The rest of the world trade on those [WTO] terms. It'd be better if we got a fully comprehensive deal but we don't need one."
And unlike Davis, Fox is still in the Cabinet.
Basically "no deal, no big deal" or "no deal, no problem". It seems to me this actually was and is a lot more common theme (see 1, 2, 3 etc.) in the hard Brexit camp. I'm not sure anyone tallied their promises that are a variation on that...
It doesn't came with a full transcript alas, but Boris Johnson said just this month
The top Brexiteer insisted Brussels will end up caving at "five minutes to midnight" after Theresa May's deal was defeated.
He told LBC: "The horses always change places in the final furlong and it's always at five minutes to midnight that the real deal is done, in Brussels the final fix is only done at the end.
"They will have to consider how to get a better arrangement with the UK." [...]
"Whatever happens there will be a deal, there will be an arrangement between the UK and the EU."
This is somewhere in-between "negotiation will take 10 minutes" and "no deal, no problem", but is basically still a promise the EU will cave in.
FizzFizz
Not the answer you're looking for? Browse other questions tagged united-kingdom brexit .
Which parties would try to stop Brexit from happening after the "snap election"?
Would European Parliament members from the UK get to vote on the final Brexit deal?
Does the Brexit deal being voted down imply that Brexit is not going to happen?
Why would the UK government be reluctant to rule out a no-deal Brexit?
Would the UK have to pay anything to the EU in case of a no-deal Brexit?
What would the United Kingdom's "optimal" Brexit deal look like?
Has Boris Johnson effectively told the EU that a "No Deal" Brexit is a bluff?
Who voted for the Brexit deal bill but against the timetable?
Is there any evidence that the Brexit Party simply didn't have the resources to field as many candidates as they claimed?

redpajama_set_name: RedPajamaCommonCrawl


Golf fans living in Dubai will have the chance to see some of the world's top players in action later this month, when the annual Dubai Desert Classic returns.Held at the Emirates Golf Club, the European Tour-sanctioned event is due to run from Thursday January 31st to Sunday February 3rd this year and carries a prize pool of $2.5 million (£1.5 million).Spain's Rafael Cabrera-Bello is the defending champion, having won by a single stroke to lift the trophy in 2012. In fact, a Spanish golfer has triumphed at the Dubai Desert Classic for the last three years, with Miguel Angel Jimenez winning in 2010 and Alvaro Quiros emerging victorious in 2011.Although the broken leg he sustained while skiing recently will keep Jimenez out of this year's event, plenty of other leading players are expected to compete in Dubai.One of them will be India's Jeev Milka Singh, who recently spoke about his hopes for the tournament and his love of playing in the emirate."Dubai is a fantastic place and is fast becoming one of the most important centres for world golf. I have always felt very good being there," the 41-year-old told the European Tour website."I have this good feeling that I would do well in Dubai as I am striking the ball pretty well," added Singh, who is India's most successful golfer with four European Tour wins to his name.Previous winners of the Dubai Desert Classic, which was inaugurated in 1989 as the first European Tour event to take place in the Middle East, include Tiger Woods, Jose Maria Olazabal and world number one Rory McIlroy.South African star Ernie Els is the most successful player in the tournament's history, having won the title on three occasions.


We are proud to say that J. Tribble's Country French kitchen made for a private client in Atlanta was featured in Beautiful Kitchens & Baths magazine by Better Homes & Gardens.
Designed by Rebecca Fincher and built by the artisans at the J. Tribble workshop. The cabinets are solid wood with stained cherry bases, painted and glazed corner units. The hanging cabinets feature chicken wire to create a more rustic flair.


text:
Who are the Bolsheviks and what relationship do they have with Carnival?
Why did houses go up in price? AMPI explains it
Duranguenses are ready for the International Carnival of Mazatlán
Take a tour of this Picasso exhibition
Home Sinaloa News El Chapo insists on asking for AMLO's help
El Chapo insists on asking for AMLO's help
Mexico's president Lopez Obrador said on Wednesday, January 18th, that he would consider a request by convicted drug lord Joaquin "El Chapo" Guzman to return from the United States to complete his sentence on humanitarian grounds. The message from El Chapo was described as an "SOS" by one of his attorneys.
The Sinaloa cartel founder has appealed to President Andres Manuel Lopez Obrador for help due to alleged "psychological torment" that Guzman says he is suffering in a U.S. prison.
Mexican drug kingpin Joaquin
"We're going to review it (the plea)," Lopez Obrador told reporters.
It was unclear if Mexico had the power to grant the request, "but the door must always be left open when it comes to human rights," he added.
El Chapo is serving a life sentence in a maximum security prison in Colorado after being convicted in 2019 of charges including drug trafficking, money laundering, and weapons-related offenses.
At least three days of light to moderate rainfall are coming this week
He is incarcerated at the "Supermax" prison in Florence, Colorado, which holds a number of high-profile inmates, including Unabomber Ted Kaczynski, Boston Marathon bomber Dzhokhar Tsarnaev, Sept. 11 conspirator Zacarias Moussaoui and Oklahoma City bombing accomplice Terry Nichols. The facility is so secure, so remote and so austere that it has been called the "Alcatraz of the Rockies."
According to one of his lawyers, Jose Refugio Rodriguez, Guzman is unhappy with the harsh prison conditions including isolation and a lack of sunlight.
The message, described as "an SOS," was transmitted via one of Guzman's lawyers in the United States as well as his family, Rodriguez said.
He hopes to return to face outstanding charges and complete his sentence in Mexico under a prison agreement between the two countries, Rodriguez told AFP.
On Tuesday, Mexican Foreign Minister Marcelo Ebrard had downplayed the chance of any government intercession in favor of Guzman, who twice escaped from jail in his home country.
"Frankly I don't see any possibilities for him, but I'm going to review it with the prosecutor's office," Ebrard told reporters.
Source: Excelsior
Who is David Toscana, winner of the Mazatlán Literature Award?
Community police will join the 'Blue Line'
Urban art that shows the beauty of Mazatlan on the walls of a tourist area
The largest shrimp cocktail in the world will be in Mazatlán
amlo government
Chapo Guzman
Sinaloa Cartel
Previous articleThere are obsolete units: Public Security in Mazatlan needs 50 new patrols
Next articleJury selection for the García Luna trial begins in NYC
MDP Newsroom
This is ADX: "The Alcatraz of the Rockies" where Joaquín Guzmán serves life in prison
Felipe Cabrera Sarabia "The Engineer" pleads guilty in Chicago to distributing cocaine and heroin
U.S. Treasury Department sanctions Mexican international cartel leader
Mazatlán will be position as a Craft beer destination
SIPINNA is committed to conscious work and guarantees for migrant children in Mazatlán
Mazatlán will be promoted through a digital catalog; it seeks to attract congresses and conventions


Do you for some reason you would like to have a landingpage to be displayed before a visitor enters the SharePoint site? This post gives an option to do just that.
What we need to do is to set a new folder where visitors "land". There you will have created an index.html that suits you.
But remember to make backup copies before making any changes.
Replace LandingPage/Index.html with the folder and name of your html page.


Login to Office 365 to access Email with your school email address (e.g. j.bloggs@temac.co.uk) and school password.
Login to Google Drive and Google Classroom with your school email address and school password.
For more internal resources, such as briefing notes and the bulletin, please login to the Intranet.
For more internal resources, such as student voice activities, please login to the Intranet.
You can find more useful information in our Parents and Carers section.


text:
MP3 Brian Kinder - Again
Komplettes MP3 Album von Brian Kinder
Angegebene Spieldauer: 34:14
Kurz-Beschreibung von CDbaby: Cleverly written original children's music that both entertains and teaches children the value of both life and love for family. Again is a solid valuble addition to every children's collection.
Käufer, die sich für (Trout Fishing in america Raffi Zac Morgan) interessieren sollten sich dieses Album anhören.
Weitere Informationen vom Distributor:
Brian grew up in Fredericktown, Missouri where as a kid he sang in churches, school programs and other social settings. During his teen years he was the drummer of a hometown rock and roll band. After graduating high school Brian spent several years in the Air Force where he took up playing the guitar and writing songs. He moved to central Arkansas in 1981 and toured for several years performing at churches and youth camps throughout the region.
Brian attended the University of Arkansas at Little Rock and graduated in 1986 with a degree in Music Education. He has taught music and visual arts in the Little Rock public school district for the last 16 years, first at Booker Arts Magnet elementary, and his current assignment at Washington Magnet elementary school.
For many years Brian wrote children's songs for school performances, festivals, and play. At the encouragement of a fellow teacher, he auditioned and was accepted into the Arkansas Arts Council's roster of touring artists, and has been performing children's concerts for the past 3 years. Brian is quickly gaining notoriety as an original and unique artist of children's music. His concerts are lively and interactive, as he combines his guitar playing talent and his whimsical song writing skills to amuse and entertain children of all ages. He weaves together stories and music to stir the imagination with tales drawn from his own life as well as from the lives of his family and friends. He has the ability through his songs to bring both young and old together as they laugh and sing, dance and clap along with the music.
Treat your children as well as yourself to a wonderful CD of original music written, performed and produced by Brian Kinder.
For more information about Brian Kinder and his concerts for kids visit his web site at https://www.tradebit.com.


text:
Are you who you think you are?
• November 7, 2017 •10 min read
With so many faces you wear, how would you define yourself?
By Mohit Mamoria and published on hackernoon.com
[dropcap size=small]S[/dropcap]ometimes when I am speaking at a meetup, I tend to ask the audience to introduce themselves. The answers I get are along the lines of:
"I am a co-founder at some startup."
"I am a Django developer at some company."
"I am a design consultant."
They are not wrong definitions of oneself; they are just limiting. Perhaps, the context of meet up made them introduce themselves by the work they do. After their turn, even I represent myself by the work I do.
The context sure defines how we introduce ourselves, but our introductions do not define who we are.
It reminds me of a story that has been told in many variations over last several years. A wise man asks three bricklayers what they are doing. One says, "I am laying bricks." Another says, "I am building a wall." The third one says, "I am building the cathedral."
None of the three bricklayers were wrong. Still, how they defined themselves says something how deep their sense of purpose was. None of our introductions are wrong. Still, how we define ourselves says something how deep our sense of purpose is.
When speaking, I become a co-founder.
When the clock strikes midnight, I become a writer.
In a business meeting, I become a salesman.
During rains, I become a poet.
Within a team, I become a peer.
But when I am asked who I truly am, I realize I am no one. And every one.
"Do not let the roles you play in life make you forget who you are." — Roy T. Bennett
When a person is so many things, who (s)he really is? For sure, we are not who we think we are. All of us are individuals carrying out experiments on ourselves — with the job, with love, with friends, with cities, and with risks.
Everything we do becomes a part of the series of experiments we have been carrying out on ourselves. We all have taken the jobs that we hated. We all have loved people who cheated on us. We all have made friends who didn't stand the test of time. We all have moved to cities that didn't welcome us. We all have taken the risks that failed us.
But only because we made those wrong choices, we are now at the jobs with purpose, people who believe in us and risks that turned out to be opportunities. If you are the ones who are still in a mess, keep experimenting. The single most important thing for success is to fail enough.
Do more. Fail more. Don't stop.
You, me, all of us are nothing more than a series of experiments — each one of us special in a way. Away from the philosophical perspective, there are practical reasons to live a life as a series of experiments rather than repeating someone else's series of successful ones.
By the way, I am editor of a weekly newsletter, Unmade, which delivers one startup idea to your inboxes.
Living life as a series of experiments
"It doesn't matter how beautiful your theory is, it doesn't matter how smart you are. If it doesn't agree with experiment, it's wrong." — Richard P. Feynman
Experiments, by the very nature, are designed to test out a hypothesis. Of course, human beings are seldom without bias, and we often want some experiments to result in positive while others in negative. Regardless of whatever an experiment results in, every experiment is considered to be a success. Why? Because in either case, we know something that we didn't know earlier.
Remember, it is not an experiment if you do something wanting it to be your holy calling. It'll only be an experiment if you do it to figure out whether it'll be your calling. A tiny difference in perspective makes all the difference how to accept the outcome of it.
Experimenting is more science than art. It starts with keeping a sanity check on your own mind and making sure it doesn't keep building castles in the air. A poorly defined experiment is worse than no experiment at all. I have been carrying out experiments with myself my entire life, and I have three insights on how to design the 'experiments with life.'
1. Define the boundaries.
An experiment without pre-defined boundaries can create a chaos in your life. Imagine yourself in middle of an experiment that isn't going the way you want it to. What will you do? Will you give up? Will you not because you'd be labeled as a person with no perseverance? Will you give it 'just a little more time'?
The human mind is a funny thing. Most people would continue doing the same thing even if the outcome is turning negative. Economists call it Sunk Cost Fallacy. When the experiments start going negative, you tend to weigh your already sunk cost more over the future cost. To avert the loss you've already made, you tend to invest more in the hope to recover it all.
When I tell this to my friends, some of them say, "Well, I am a practical person. I would never become a victim of such a bias." If you are finding yourself asking the same question, try answering the following question:
What would you do if a significant amount of your army is already destroyed in a war? Would you send the rest of the army to fight and die, or give up on the war and face humiliation by your people? Well, a significant portion of the army is already dead. You hadn't paid such a high cost for humiliation. The rest of the army must go and fight in the hope to win. No?
That's the kind of uncertainty you'd face if you don't have the boundaries defined before you begin an experiment.
Experimenting with a new job? You might want to have a boundary of six months. Quit if it doesn't inspire you even after six months.
Experimenting with investing? You might want to have a boundary of 20 percent of the spare money you have. Quit if 20 percent of the extra money is lost in investing.
Experimenting with starting a company? You might want to have a boundary of achieving milestones. Quit if you don't find yourself anywhere near the milestones you had set for yourself.
Quit when you reach your boundary. But not before it.
2. Practice the interpretation.
Have I told you already that human mind is a funny thing? Have I? Good. I'll still repeat it though because the human mind is indeed a strange thing and it believes in something because it wants to believe in it.
An experiment with your life cannot afford to be interpreted in the light of your beliefs. Whenever astrophysicists record some weird signals coming from the depths of the outer space, all of us want to believe in the existence of aliens. But we must not unless all other possibilities are ruled out by further experiments.
The idea of practicing the interpretation arises from the fact that majority of the human beings tend to carry out subsequent experiments to confirm what they already believe, not to contradict their beliefs.
An experiment to confirm your beliefs serve no purpose at all. Did it enhance your knowledge in any way? Did it teach you something that you didn't know earlier?
Throughout an experiment, you'll see the early signs of the outcome. You must not interpret in a manner that confirms your existing beliefs. Intuitively you'd tend to, but practice not to. In your head, the small data that might confirm your beliefs will override the mammoth of the data that contradicts it. Always be on the lookout for the contradictory data.
Sure, contradictory data would make you uncomfortable, and you might even panic, because that's not what you want to be the outcome. At that moment, do not forget that you are in middle of an experiment, not your holy calling.
Why do you think superstitions exist? In the early days of human beings, some tribe once made a relation between the position of stars and an event on the Earth. Every time, they witnessed a similar event happening under the same formation of stars, their beliefs of stars affecting the events on Earth turned stronger. They plainly ignored the instances when the event didn't occur under the same star positions or the instances when the event occurred even without the same star formation over their heads.
When we believe in something, we start to look out for pieces of evidence that support our beliefs. Don't let that happen with your experiments. Always be finding the contradictory evidence. Practice the interpretation.
3. Be Unusual.
We didn't make some decisions of our lives. Our guardians made them for us when we couldn't, and the consequences reflect in our lives now. Those decisions cannot be rolled back. But there's no rule that says our experiments in future must adhere to the life we've lived till now.
Most ambitious experiments that you'll ever carry out with your life will be the most unusual ones. Consider yourself a major in Physics, what sort of experiments you'd attempt? Most people try the experiments that are based on what they had done till now. But that's usual.
Unusual would be you attempting to write a fiction novel after graduating as a Physics major. Unusual would be to start a company after graduating as a Philosophy major. Unusual would be to build a side project in an entirely different industry as your full-time job. Unusual would be to create two separate companies (SpaceX and Tesla) in two distinct industries.
This particular insight, in a way, extends the previous one about confining ourselves to our own beliefs. Because we find ourselves in a particular context, it doesn't have to mean we have to experiment with the particular setting. No. That's not how experimenting works. Get yourself out in the most strange situations (like, take a job you've never done before or move to a city you have no purpose to be in) and bleed with struggle.
Greatness comes from continuing to do things in the face of humiliation. Stand the humiliation.
The 'art' part of experimenting lies in defining the experiment itself. Right after the college, you might want to carry out experiments with all the things you found yourself interested in — like traveling or music. But after that, try an experiment with something you weren't interested in — like writing. After a few years in a job, you might want to startup in the same industry. When starting up after quitting a job, most people tend to build an incrementally better version of the same product that they were working on before. That's usual. Try venturing into a new industry that you were always fascinated with but never got to work in.
Broad and varied experiments, executed in a short but reasonable time frame are the best.
"Today you are You, that is truer than true. There is no one alive who is Youer than You." ― Dr. Seuss
Life is not something that you have to settle at. The randomness of life doesn't have to be confined in a routine. Instead, think of life as a series of experiments — right from the first one to the end of life.
You are a story, yet to unfold,
You are a book, yet to be told,
You are a pot, before it's mould,
You might be just a rock perhaps,
Just a rock? Yes, but a rock of gold.
Experimenting with life is harder than carrying out one in a lab on a rat. In life experiments, you become the lab rat. I wonder, is that who we really are — lab rats? Perhaps. We are the researchers as well as our own lab rats. We are both the poet and the poem. We are both the story and the teller. We are both the road and the traveler.
So are you.
Republished with permission of the author.
Featured Image/graphic link added by Enlivening Edge Magazine.
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Hello beautiful people! It's been a while since I last posted something over here, but I'm back on track straight from Bahamas! I hope you guys are following me on Instagram & Snapchat as I'm posting lots of content over there. What's the most exciting - I've started vloging on RUTA LIVE channel & a new vlog from Bahamas is coming very soon!


text:
Q: LWUIT item question I have a standard com.sun.lwuit.list. I can get the selected item using methods getSelectedItem or getSelectedIndex. The item is a picture and two labels. How do I know if I clicked on the picture or on one of the labels. I admit that it is possible to pass the click event to a child components or perhaps may exists a method for finding component by current mouse coordinates.
public class NewsFeedListRender extends Container implements ListCellRenderer
{
    private final Container newsFeedCont = new Container();
    private final Container pictureCont = new Container();
    private final Label name = new Label();
    private final Label message = new Label();
    private final Label picture = new Label();
    private final Label data    = new Label();
            ....

    public NewsFeedListRender()
    {
        setLayout(new BorderLayout());
        newsFeedCont.setLayout(new BoxLayout(BoxLayout.Y_AXIS));
        pictureCont.setLayout(new BoxLayout(BoxLayout.Y_AXIS));

        Style s = name.getStyle();
        s.setFont(font_large);

        s = message.getStyle();
        s.setFont(font_small);

        s = data.getStyle();
        s.setFont(font_mini);
                .....
            }

   }

    public Component getListCellRendererComponent(List list, Object value, int index, boolean isSelected)
    {
        if (value instanceof MessageItem)
        {
            MessageItem newsFeedData = (MessageItem) value;
            if (newsFeedData.getSender() != null)
            {
                if (newsFeedData.getSender().getName() != null)
                    name.setText(newsFeedData.getSender().getName()); //fixthis
            }
            else
            {
                name.setText("Unknown sender");
            }
            if(newsFeedData.getMessage() != null)
                message.setText(newsFeedData.getMessage());
            else
            {
                message.setText("Default message");
            }

            try
            {
                data.setText(newsFeedData.getDataReceive().toString());
            }
            catch (Exception e)
            {
                System.out.println(e.toString());
            }
            Image img = null;
            img = newsFeedData.getSender().getIcon();
            if( img != null)
            {
                picture.setIcon(img);
            }
                        .......

A: getSelectedItem() returns the Container object and you can count the value of the Container object. Then you need to get the what are the components you are added into this container. See the sample code,
Container con = (Container) list.getSelectedItem();
for(int i = 0; i < con.getComponentCount(); i++){
Object obj = (Object) con.getComponentAt(i); // typecast component name instead object
}

redpajama_set_name: RedPajamaStackExchange


text:
Country analysis > Tanzania Last update: 2020-11-27
Local Governance in Tanzania: observations from six councils 2002-2003, 2007
The politics of service delivery in democracies - better access for the poor, 2007
Realising socio-economic rights in the South African Constitution: The obligations of local government, Jul 2006
To pay or not to pay? Citizens'? views on taxation by local authorities in Tanzania, 2006
Tackling poverty and health inequalities '? A social determinants approach: The role of Health Services and Local Government on the island of Ireland, 2006
Keynote address by the Secretary of State for Local Government and Land, Honorable Ismaila Sambou, 20 Jun 2005
Local government elections- report of the Commonwealth Expert Team, 30 Apr 2005
Local government accountability, Mar 2005
The impact of community based management and joint forest management on the forest resource base and local people's livelihoods: Case studies from Tanzania, 2005
Key competencies for improving Local Governance, 2005
Local government reform in Tanzania 2002 - 2005:
Summary of research findings on governance, finance and service delivery
REPOA Brief 6
Odd-Helge Fjeldstad, Einar Braathen, Amon Chaligha
SARPN acknowledges REPOA as a source of this document: www.repoa.or.tz
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What impact has Tanzania's Local Government Reform Programme had on local governance, finances and service delivery? Have there been any changes over time in the provision of basic services to the public? What factors may explain distinct improvements in service delivery? These are some of the questions addressed by the Formative Process Research Programme on local government reform in Tanzania. This brief summarises some of the key findings of phase 1 (2002-2005) of the research programme. It focuses on lessons from three broad dimensions of the reform: governance, finances, and service delivery.
The Local Government Reform Programme (LGRP) aims to transfer duties and financial resources from central to local government levels. Local government authorities are thought to be in a better position to identify people's needs by encouraging citizens' participation in democratic governance, and thus supply the appropriate form and level of public services. The in-depth Formative Process Research Programme (FPRP) follows the implementation of the reform over time, and is being conducted in six councils: Bagamoyo District Council (DC), Ilala Municipal Council (MC), Iringa DC, Kilosa DC, Moshi DC, and Mwanza City Council (CC). These councils were selected on the basis of variations in resource bases, rural-urban variations, their degree of inclusion in the LGRP, the degree of donor presence or support, and the composition of political parties. (see page 3 for further details).
Governance - Lessons for Local Autonomy and Citizen Participation
Local governance covers issues related to citizens' participation in formulating and implementing plans for local development, local government autonomy in staffing, working relations between council staff and elected councillors, etc.
There has been substantial development in the processes of decision making, especially through attempts to include citizens in the planning process. Urban councils are generally better resourced and seem to be able to implement more plans from below (kitongoji/mtaa, village and ward levels) than their rural counterparts. In rural councils, however, there is an urgent need to simplify and streamline the existing planning and budgeting systems. The multiple planning, budgeting and reporting systems have placed a lot of pressure on the already limited capacity of the councils. The councils' management teams, especially the treasurers and planning officers, allocated a substantial share of their time to planning, budgeting and reporting, while the actual implementation of (realistic) plans and priorities suffered. This also applied to officials at the ward and village levels. Village plans for many rural councils were 'shopping lists', which could not be implemented because of financial and other constraints. The research found that in some districts bottom-up planning was in practice an ad hoc exercise, with the actual planning carried out by the council management team.
Many citizens interviewed said that they did not have ways to hold their representatives accountable for their actions, and councillors held limited powers to remove non-performing or corrupt council officers. There are no effective instruments and procedures in place for ordinary people to use when they want to hold council officials accountable. These observations are consistent with the 2005 Afrobarometer Survey (www.afrobarometer.org), which found that Tanzanians had a low level of awareness of their political leaders. Nevertheless, there are examples from our case councils where people have forced leaders to resign due to misconduct, though via a very cumbersome process which included many compromises with the district leadership.
Corruption was perceived to be a problem for all six case councils. In Kilosa DC, for instance, 40% of the respondents in the Citizens' Survey (conducted in November 2003 as part of this research programme) viewed corruption as a serious problem, compared to 72% from Moshi DC. Moreover, while almost 40% of the respondents in Kilosa DC had seen a decline in the level of corruption over the past two years, 53% in Moshi DC said they had observed an increase. There were some complaints from the general public and some local politicians that council employees were not fired because of corruption, they were often simply transferred to another council without making public the reasons for the transfer.
The LGRP provides a potentially good avenue for combating corruption, for example by improving the working conditions for the staff in local authorities, including better salary and pension schemes, and by providing training and other incentives. Clearer demarcations of duties and responsibilities for council staff and councillors are also required.
Still, many people interviewed said that they had confidence in their council officials. As many as 55% of the respondents in the Citizens' Survey perceived that the council staff "do as best as they can".` More than 60% of the respondents held the same view on the performance of the elected councillors. The Afrobarometer 2005 survey also found that the majority of Tanzanians were of the opinion that there was widespread corruption. In spite of this, they held a high level of trust in public institutions.


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