Business Strategy. Maintain ownership of each Borrowing Base Property at all times consistent with the Borrower’s business strategy, and each Borrowing Base Property shall at all times be of an asset quality consistent with the quality of Borrowing Base Properties owned by the Borrowing Base Property Owners as of the date hereof.
Business Strategy. The Company and the Union agree that subcontracting, market 29 access/offset agreements or other assignments of work may be a part of the Company’s business strategies.
Business Strategy. (1) Prior to the Bank’s involvement in any new product or service or significant expansion of any existing product or service, whether directly or through a vendor or other third party, the Board shall prepare a written analysis of said product or service. The analysis shall, at a minimum, include the following:
(a) an assessment of the risks and benefits of the product or service to the Bank;
(b) an explanation of how the product or service is consistent with the Bank’s strategic plan;
(c) an evaluation of the adequacy of the Bank’s organizational structure, staffing, Management Information Systems (“MIS”), internal controls and written policies and procedures to identify, measure, monitor, and control the risks associated with the product or service, including risks associated with any vendor providing services in connection with the Bank’s product or service; and
(d) a profitability analysis, including growth projections and interest rate risk.
(2) The Bank must provide a copy of the analysis required by this Article to the Assistant Deputy Comptroller in advance of the Bank’s launch or involvement in any new product or service, or the significant expansion of any existing product or service, for a prior written determination of no supervisory objection from the Assistant Deputy Comptroller.
(3) For purposes of this Article, “significant expansion” shall be defined as growth in an existing product or service greater that fifteen percent (15%) on an annualized basis where that product or service accounts for greater than either five percent (5%) of the Bank’s total assets or ten percent (10%) of the Bank’s annual income. The term “new product or service” shall not include any depository product offered directly by the Bank.
Business Strategy. The exchange of information concerning promotional strategy and product and advertising literature for Licensed Products or Licensed Molecules;
Business Strategy presents the Miraculous-Life outcomes that are likely to be exploited and a market analysis for their future commercialization
Business Strategy. To prepare for the work we are doing, it is helpful to have documents that describe the current and future business and strategy. This includes, but is not limited to, the following (please note that we understand that you may not have all the information listed below and we will work from what you can provide): People Strategy. We need to understand the environment and culture of the firm, including defining the major people management and development challenges facing the organization and any current legal or regulatory issues surrounding human resource policies and practices. This includes, but is not limited to the following:
Business Strategy. 12.1 Acorn and the Bidder are effecting the Merger and making the Exchange Offer, as applicable, to combine the complimentary technology and product portfolios of the companies to create a high-performing optical networking platform that is better positioned to compete with larger market players. This combination provides greater scale in R&D activities allowing the combined company to be more innovative and competitive in growing global markets driven by the transition to next generation networks, government initiatives for higher bandwidth and hyper-connectivity.
12.2 The Combined Group will have an expanded customer base and addressable market creating go-to-market scale with the increased breadth of product offerings. The geographic footprint and focus of the two companies is complementary and aligns well with the market focus with the Company’s strength in Europe, and Acorn’s strength in the U.S.
12.3 Significant synergies shall be achieved through increased operational scale, combined sales channels, reduced duplication in administration and improved terms in combined sourcing and production costs.
12.4 The Bidder values the Company’s SAP and Salesforce applications and does not intend to change them.
12.5 Any dividend policy will duly consider the financial needs of the Company and its subsidiaries in light of its business strategy.
12.6 The Bidder has currently no intentions or plans, which could result in an increase of the Company’s current indebtedness and future obligations outside the ordinary course of business.
12.7 The Bidder values the Company’s commitment to the development of solutions in the area of secure transport infrastructure and government-focused markets and will ensure that reasonable national security considerations are reflected in the Combined Group’s business plans.
Business Strategy. 5.1 The Bidder acknowledges that AKASOL pursues a defined and successful business strategy which comprises, inter alia, the support of the existing business and operating model. The Bidder will generally support this business strategy, AKASOL and the Management Board in its implementation and cooperate with the Management Board to maximize the efficiencies and gains to be made through AKASOL’s strategy.
5.2 The Acquirors will, and undertake that the relevant members of the Booster Group will, for a period of thirty-six (36) months following the Offer Completion:
(a) preserve and support the corporate culture of ABBA Group; and
(b) use best efforts to keep the current members of the Management Board in office with their respective responsibilities.
5.3 The Parties agree that in light of the currently challenging and volatile market environment, and the aim of sustainable value creation, being listed on the regulated market might not be in the best interest of the Company. The Company therefore acknowledges that this Transaction forms part of a taking private transaction/strategy and the Acquirors therefore intend to implement a squeeze-out of the minority shareholders and/or a separate delisting of the AKASOL Shares following the Offer Completion, in each case subject to all applicable legal requirements. The Acquirors will consult with the Management Board and take into consideration its reasonable comments and opinion prior to initiating such implementation.
Business Strategy. 6.1 Joint strategic objectives
(a) By effecting the Transaction, the Parties intend to create one of the largest and leading integrated pharmaceutical distribution groups globally with a leading presence in major American and European markets.
(b) The complementary global footprints of Celesio Group and McKesson Group will serve as platform for further growth in Europe and emerging/“pharmerging” markets. Both, the Company and the Parent will be maintained as separate corporate holding entities in the combined group and Celesio Group will be operated as a separate operating segment. The Celesio Group and the McKesson Group will have aligned but functionally separate business divisions and responsibilities.
(c) The Company and the Parent intend to pool their resources, particularly in the areas of
(i) IT;
(ii) financial resources;
(iii) internationalisation; and
(iv) pharmacy retail and distribution; in a manner which fuels further expansion and ensures that each benefits to a maximum extent from the know-how, specialty capabilities and experience of the other in the relevant area.
(d) The Company and the Parent intend to combine their purchasing activities globally and believe that this will lead to significant procurement synergies. The combination will initially focus on the procurement of pharmaceuticals but is intended to be extended to further areas.
6.2 Continuation and support of Company strategy
(a) The Parent and the Bidder acknowledge that the Company pursues a defined and successful strategy based on the following initiatives:
(i) set-up and implementation of end-to-end supply chain;
(ii) rollout of European Pharmacy Network; and
(iii) regional expansion in existing and new markets, namely in Europe and Brazil.
(b) The Parent and the Bidder intend to fully support this strategy and the Company and the Management Board in its implementation. Save for the potential conclusion of a domination and/or profit and loss transfer agreement with the Bidder in the meaning of section 291 (1) Stock Corporation Act (DPLTA), the strategy for Celesio Group’s business and its execution remain the responsibility of the Management Board with regard to all areas in which Celesio Group currently conducts business. The Parent and the Bidder intend to maintain and support the Celesio Group as a leading supplier of integrated pharmaceutical distribution and pharmacy solutions in Europe and Brazil.
Business Strategy. 6.1 Joint strategic objectives By entering into this Agreement, the Parties, inter alia, wish to pursue the following objectives with respect to Alpha’s future business and operations:
(a) to strengthen the position of Alpha in areas in which Alpha currently conducts business with its existing customers;
(b) to enhance and further strengthen the role of Alpha as one of the world’s leading equipment manufacturer for the semiconductor industry;
(c) to raise the long-term value of Alpha;
(d) to reflect that the Transaction is predicated upon future growth and increasing demand for Alpha’s Products in the PRC and globally which the Parties wish to unleash.
6.2 Continuation and support for Alpha’s strategy
(a) BidCo and the BidCo Shareholders further intend to promote Alpha as a leading equipment manufacturer for the semiconductor industry and will support Alpha in capitalizing on future market opportunities and the expansion of Alpha’s market position.
(b) The Parties are committed to maintaining Alpha’s focus on profitability and cash surplus. BidCo and the BidCo Shareholders generally intend to participate in future capital measures of Alpha to fund investments in line with Alpha’s profitable growth strategy.
(c) BidCo and the BidCo Shareholders generally intend to grow Alpha’s business profitably through continuing investments and strategic growth projects in the following key areas:
(i) R&D and engineering (e.g., new developments of MOCVD and other complex material deposition equipment in order to drive the material play in an established industry like semiconductor);
(ii) M&A in order to strengthen Alpha’s portfolio and market position;
(iii) recruiting of qualified and “best of class” employees.
(d) In addition, the Parties intend to pursue a defined and successful strategy based on the following initiatives:
(i) focus on existing and potential customers, including, but not limited to, Korea, the United States, Taiwan and Europe;
(ii) penetration of the growing PRC market.
(e) Furthermore, the Parties agree to continue the defined strategies and roadmaps of deposition technologies for memory (ALD) and logic applications (MOCVD, TFOS), power electronics (MOCVD), optoelectronic application (MOCVD), Organic electronics/OLED applications (OVPD, PVPD, PECVD) and emerging technologies/applications (PECVD for Graphene and CNT) with the identified global key customers. In order to execute the defined roadmap together with these customers
(i) Alpha’s R&D competen...
