text:
But it wasn't until Sunday that the Rockies' No. 1 prospect homered in his Texas League career.
Arenado slammed his first Double-A home run -- an eighth-inning game-winner -- to lead the Drillers to a 2-1 win over the Hooks. The third baseman, who will turn 21 on Monday, went 2-for-3 at the plate with the solo four-bagger to improve his early-season average to .395. He has eight RBIs so far this season.
"The home run was big because it helped us get the win, and that is the main thing," said Arenado. "It was real exciting and hopefully there is more to come."
The 2011 California League All-Star hit 20 home runs for Class A Advanced Modesto, a personal best at the professional level, while his 122 RBIs in 134 games led all Minor Leaguers.
"My goal is always just getting the runner in," said Arenado in a February Prospect Q&A with MiLB.com. "I take pride in getting my RBIs and that's what I really want. I've got make sure that I do whatever I can do to help the team win, a sac fly or whatever it is. I've got to get that run in. It doesn't matter how, I just have to put the ball in play.
"I'm developing a lot more power, but my goal out there isn't to hit more home runs. I would obviously like to hit more, but I'm not changing my swing. I'm hoping to keep things the same, and then everything will work out from there. I'm always trying to drive in more runs."
Arenado continued his 2011 offensive hot streak in the Arizona Fall League, where he earned Most Valuable Player honors after leading the league in hits (47), doubles (12) and extra-base hits (18). Combined with his 2011 stat line, Arenado's performance in Arizona vaulted him to become MLB.com's No. 22 prospect.
The Rockies' second-round pick in 2009 also showed off defensive ability Sunday. Tulsa hurler Josh Sullivan forced Corpus Christi center fielder Brandon Barnes to hit a slow chopper up the third-base line to lead off the ninth. Arenado sprinted from his position at the hot corner, grabbed the bouncing ball with his bare throwing hand and just threw out a hustling Barnes for the first out.
"I've been working on my range and I have been doing a lot of footwork stuff," Arenado said in February. "It's helped me a lot. I've been taking ground balls constantly this offseason and I've been working on getting stronger and getting a little bit quicker -- not just straight running speed, but laterally."
Tulsa leadoff hitter Josh Rutledge went 2-for-4 on Sunday and has seven hits in 15 at-bats over his last four games. Nick Schmidt allowed one run on five hits over six strong innings, but didn't factor into the decision for his second straight start.
Corpus Christi starter Jake Buchanan also allowed only one run over six innings but didn't get a decision. Hooks' No. 3 hitter Jake Goebbert went 2-for-4 with a solo home run.
Today on MiLB.com
Top Stories on MiLB.com
- Hall of Famers recall Minor League roads
- Tribe invite top prospect Zimmer to camp
- Reds deal Straily for trio of Marlins prospects
- Rangers prospect Morgan visits podcast
- RiverDogs support local military, on base and off
- Devers among latest invitees to Red Sox camp
- Redbirds' new look a neon sign of the times
- Mets slugger Smith has eyes on Big Apple


text:
Punjab Public Service Commission-PPSC Recruitment 2016 For 110 Conservation Officer Vacancies Last Date to Apply: 28th October 2016
Career Info:-
Career Info:-
Company Name: Punjab Public Service Commission (PPSC)
Company Website: www.ppsc.gov.in
Job Location: Punjab
Job Role: Soil Conservation Officer Posts
Job Experience: Freshers/Experience
Job Eligibility: MSc/BE/BTech Degree Graduates
Job Summary:
M.Sc. (Agriculture) with Soil Science or Conservation Agriculture as a major subject or degree in B. Tech. Agricultural Engineering, in First division.
No.of Posts: 110
Job Salary: Rs. 15600-39100/- Per Month, Grade Pay: Rs.5400/-
Age.Limit: 18 to 37 years As on 01.01.2016
SC/ST/Women Candidates: 5 years
PWD Candidates: 10 years
Age.Limit: 18 to 37 years As on 01.01.2016
SC/ST/Women Candidates: 5 years
PWD Candidates: 10 years
Application Fee:
Candidates belonging to Scheduled Castes/ Scheduled Tribes of all States and Backward Classes of Punjab State only have to pay Rs. 1125/-, Rs. 500/- for Ex-Servicemen of Punjab state, Rs. 1750/- for PWD Punjab State & Rs. 3000/- for all other categories through the System Generated Challan Form.
Job Process: Written Test
Application Fee:
Interested Candidates may apply Online through the website http://www.ppsc.gov.in/ from 06.10.2016 to 28.10.2016. Printout of Online application form along with relevant documents & Bank Challan send to the office of Secretary, Punjab Public Service Commission, Baradari Gardens, Patiala Punjab on or before 11.11.2016.
Important Dates:
Starting Date for Submission of Online Application: 06.10.2016
Last Date for Submission of Online Application: 28.10.2016
Last Date for Deposit Application Fee Through Challan: 04.11.2016
Last Date for Receipt of Application: 11.11.2016

subset: commoncrawl


text:
"It's going to be an entirely new property," San Remo General Manager Mike Hessling said Tuesday. "You will not recognize a portion of the San Remo when it's done."
The 711-room property also will have new restaurants, including a Hooters, Dan Marino's Fine Food and Spirits, a Florida-based chain owned by the former Miami Dolphins football star.
The pool area will be about three times its current size, with a Hooters Beach Club and tropical theme. The hotel rooms will be remodeled with a "Florida casual" look and the casino also will be updated. The outside of the property will feature the Hooters owl logo and at night will be lit with the chain's trademark orange tint.
Hooters founders will have a management stake in the hotel-casino and are beginning the process of obtaining a Nevada gambling license.
The off-Strip property will be run by a joint venture, including the hotel's current Japanese investors, officials with Clearwater, Fla.-based Hooters Management Corp. and the owners of the two existing Hooters franchises in the Las Vegas area.
The hotel plans a late 2005 "grand opening" as a Hooters and will remain open during the transformation.
The San Remo intends to keep its 600 or so employees but will hire an additional 400 workers, including Hooters Girls, Hessling said. None of the property's existing employees will be replaced by Hooters Girls, he said.
Hooters has been looking to get into the casino business and was scouting the Las Vegas market for the last three and a half years, said Hessling.
The Hooters casino experiment may spread elsewhere if the property is successful, though the company doesn't yet have expansion plans, Hooters Management Corp. President Neil Kiefer said.
Hessling said the Hooters hotel-casino and the new ownership structure are expected to be "the future of the property." If the property is successful it could expand onto several acres of unused land at the site, he said.


text:
If one of your New Year's resolutions is to book a spring golf deal that joins exceptional quality to outstanding value, brighten your prospects by entertaining the current offer from Alabama's Robert Trent Jones Golf Trail, now in its 20th year. Starting in the spring, a time when the state's dogwoods, azaleas, and camellias burst into bloom, play unlimited golf with cart starting at $99. Range balls? They're unlimited, too. Golfer-friendly accommodations are available at most locations. Trail sites participating in the Unlimited Spring Special include Cambrian Ridge, Grand National, Highland Oaks, Oxmoor Valley, Silver Lakes, Capitol Hill, Hampton Cove, Magnolia Grove, Ross Bridge, and The Shoals. The Trail's spring promotion is valid March 11–May 27, 2013. Offer is not available at Lakewood Golf Club. A $10 surcharge per round applies on The Judge at Capitol Hill.
Bargain...And a Binge
By: Brian McCallen


text:
a Tee Time
our courses
our rates
Twin willows golf
Named after the two original trees on the property, which still stand to this day in the middle of # 9 fairway, Twin Willows Golf Club looks forward to welcoming you in 2016. The front nine originally opened over 50 years ago in 1965. It features large tree lined fairways, that lead to it's mature and traditional look and atmosphere. The back nine was designed by Robert Kains Golf Course Design, built by Bet-Can Industrial, and opened on August 2nd, 2003. Here players will experience a Modern Links style design, with fescue covered mounds defining the individual golf holes.
Located within the city limits in Northwest Edmonton, Twin Willows is a regulation length, 18 hole, par 72 Public golf course. There are 45 bunkers and 8 water hazards to challenge every caliber of golfer. The course offers a diverse selection of golf holes due to the different architectural designs of the two nines.
After your round, enjoy a beverage and menu item from our kitchen in the fully licensed, air conditioned clubhouse. There is an outdoor patio deck as well to relax and enjoy the friendly surroundings. Or visit our well stocked Pro Shop which is available to provide you with any accessories or golf clothing requirements you may need. Multi game punch cards are available from 10 to 60 games offering a great discount. Gift Certificates are available and always make a great gift.
Course closes Nov. 14
Golf course now closed. Thank you for your patronage this season. Please visit us for our Christmas Open House Nov 25-26.
Christmas Sale and Open House
Stop by for our annual Christmas Sale and Open House on Fri, Nov 25 from 4-9pm, and Sat, Nov 26 from 10-5pm. Everything on sale. ...
Twin Willows App
Sign up to our new app 1tap.mobi/twinwillows
Facebook and Twitter
Like us on Facebook, and follow us on Twitter @twinwillowsgolf .


text:
|Tari Brown
|St Louis City, Lafayette,Tower Grove, Soulard
|Gwen Crocker
|Jefferson County, Arnold, Imperial, Festus
|Cheryl Douglas
|Crawford County, Sullivan, Beaufort, Cuba
|Nancy Dumeyer
|South County, Oakville, Mehlville
|Julie Johnson
|South St. Louis, St. Louis Hills, South Hampton, Carondelet
|Laura MacDonald Team
|West County, St. Charles, Chesterfield, Florissant
|Adam Kruse
|Maplewood, Brentwood, Central West End, U City
|Paul Rueter
|West County, Maryland Heights, Town & Country, St Charles
|Evren Senol
|St Louis City, Holly Hills, Bevo, Lemay
|Kevin Vetter
|West St. Louis County, Chesterfield, Manchester, Des Peres
|Debra Weber
|South County, Sunset Hills, Fenton, High Ridge
Pros & Cons of For Sale by Owner Listings:A For-Sale-By-Owner listing is a piece of property that has been listed for sale by the owner. Usually this type of listing will be slightly cheaper (but not always), but this is one of the only real benefits. However; you should watch out for occasional St. Louis homes that is overpriced by a seller who either won' t know the value, or is hoping that you won't know it. The negatives of a For-Sale-By-Owner listing include that the seller probably has no idea what he or she is doing, might not have filed for the proper paperwork, and won't know about any taxes, liens or restrictions inherit with the property. For Sale by Owner listing are best for people who know what they are doing and have purchased property before because there can be a lot of complicated paperwork involved.
Benefits of Loft Living: If you're thinking about getting a new house, and have the opportunity to get a loft, then you may be wondering if there are any benefits to loft living. A loft is usually a cross between a standard apartment and a studio apartment, and is usually quite open, with very high ceilings. While a loft may or may not be the right option for you; there are several benefits to living in a loft apartment that you should learn about before you make your decision.
With many St Louis homeowners finding they owe more to the bank than the fair market value of their home, short sales have become more prevalent in real estate listings of most areas of the United States. A short sale occurs when the homeowner's lender agrees to accept less than the outstanding balance on the mortgage as payment in full. While short sales are tools used to avoid foreclosure in many circumstances,homeowners who owe more they can get when they sell their home use short sales when they need to relocate for a job. Short sales have advantages for both the buyer and seller of a property, though the transaction differs from traditional St. Louis home sales.
STLRealEstate.com is part of the STLSource Network. Visit some of the other sites that make up our network
Copyright . STL Real estate .com. All rights reserved.


text: With his accessible urban charm and his talent for matching breakbeat culture's incendiary phobias with the Hi-NRG of pop and acid R&B, MJ Cole was one of U.K. garage's first true stars. Ultimately renting himself out for Mariah Carey and De La Soul remixes, Cole began with drum'n'bass label SOUR, where he worked in the initially unassuming position of tape operator. After slogging up to an engineering title for names like Freq Nasty and Ed Rush, he caught the garage bug in the ... Read more


text:
Spent the night in Pixen (with a finish in Pixelmator) creating mini pixel art heads of Uncanny X-Force.
From left to right: Deadpool, Fantomex, Wolverine, Psylocke, Archangel.
keyboard shortcuts:
L or F like
post comment
Show and tell for designers
What are you working on? Dribbble is a community of designers sharing screenshots of their work, process, and projects.
Copyright © 2009–2017 Dribbble LLC. All screenshots © their respective owners. Shipped from Salem, Mass. USA.


text:
Just the right length to cover the hips.ugg ugg boots "Every now and then, he would ask, 'Can I take this brochure?'" By 1980, he had hired Lewin.Discount Ugg Boots Classic Tall "They are daffodils and lilies and snowdrops. Hertzfeld recalled that when Atkinson fired up his demo, everyone was impressed except Jobs." He remembered watching his father negotiate at the counter. In his own mind, that was more important in the formation of his personality." A few weeks later he called Bob Belleville, one of the hardware designers on the Xerox Star team. tall ugg "I saw my first desktop computer there.Ugg Boots Us In his own mind, that was more important in the formation of his personality. The exterior leather is not sheepskin, but is cow hide. The meeting that year focused on Italian style, and it featured the architect-designer Mario Bellini, the filmmaker Bernardo Bertolucci, the car maker Sergio Pininfarina, and the Fiat heiress and politician Susanna Agnelli." Jobs backed down. And besides - - " "Myra, I sometimes think you're a fool.cheapest ugg australia bootsUgg Roxy "I fell totally in love with it.
He even went to Wozniak's parents' house, burst into tears, and asked Jerry for help. ugg ugg boots He was very intelligent, enthusiastic, excited about tech.Adirondack Boots Ugg" Jobs backed down. The Macintosh is the future of Apple, and you're going to start on it now!" With that, Jobs yanked out the power cord to Hertzfeld's Apple II, causing the code he was working on to vanish. Because I do not own a pair, I looked at them upon delivery and was so proud of my super savings for UGG Boots.[50] Some variations of ugg style boots have also been made from kangaroo fur and leather. [ugg ugg boots] Read more › Comment Was this review helpful to you? Yes No 56 of 68 people found the following review helpful BE CAREFUL WHEN BUYING UGGS ON AMAZON By Shawn Williams on December 10, 2010 AMAZON.
Nor did he look at Stanford, just up the road and likely to offer a scholarship.cheapest ugg australia boots The minute I put these slippers on they fit like a glove. "By the fourth model, I could barely distinguish it from the third one," said Hertzfeld, "but Steve was always critical and decisive, saying he loved or hated a detail that I could barely perceive. Jobs had come into the Hambrecht & Quist office just in time to watch the opening trades. I purchased the Ascot slippers about two months ago & I am very satisfied. [ugg ugg boots] If the Macintosh project had been run my way, things probably would have been a mess.
Among its visionaries was the scientist Alan Kay, who had two great maxims that Jobs embraced: "The best way to predict the future is to invent it" and "People who are serious about software should make their own hardware. tall ugg 22 During a trademark infringement and trade dress case, a generic term defense by a Dutch distributor was rejected by a Dutch court. "I designed the Apple I because I wanted to give it away for free to other people," said Wozniak. "I assumed they had no money, so I did one that didn't require any tooling and could be fabricated in a standard metal shop," he said. [tall ugg] I feel as if you had beeninside that garden.


text:
Not too many Indian XXX goddesses out there can pull off blonde hair but Anjali Kara is one of the fairer Indian sluts in the XXX Indian porn business that is a pure delight to watch in hardcore fun. Her face is simply gorgeous and seeing her plump lips wrap around a throbbing side of man meat and go to town sucking on it makes my dick instantly point north. Anjali Kara wearing her sexy Desi costume and looking hot as hell eventually has to get down to the business of sucking cock and being the hardcore Indian slut she was put on this planet to be. Her mouth-watering pink nipples look delectable and all I can do is envy and become jealous of the lucky bloke that gets to rail that tight Indian pussy. Anjali Kara puts on a hell of a hot Indian XXX sex show and ends up getting her pretty face blasted with milk in the big finale.
Anaya Leon is a Desi dancer and puts on one sexy show for the chaps having a stag party. The raven-haired Indian slut wearing her Desi costume jingles and jangles her way to the man of the hour (Jon) and shakes her luscious Indian ass for him, which immediately awakens his British cock. Seeing that her moves have caused him to grow hard makes Anaya Leon's Indian pussy very wet so she offers to give him a private lap dance, which he of course accepts. Going into a private room, Anaya ups the ante by shaking her Indian ass in his face until Jon grabs hold of her booty and gently sinks his teeth in her rump making her gasp. Before long, Anaya is giving Jon an Indian blowjob and bouncing on his throbbing cock. Jon loves Indian pussy and bitches with big tits so it isn't long before he busts a huge nut in her sweet Indian pussy.
Anjali Kara is one of the sexiest Indian hardcore porn stars on the planet and when you see how nasty her Indian XXX shows are then you'll know why. Her Indian blowjob skills alone are worthy of honorable mention and that banging body of hers just won't quit. Her energy and lust for gobbling up cocks are what make the busty Indian slut so tantalizing. Her exotic beauty and big tits that bounce and sway about in the throes of XXX fucking is just magical. Your tongue will be hanging out along with other things once you see her in Indian XXX action. Her Indian sex scene leaves Anjali with a stretched snatch covered in glandular guy goo and with a smile across her pretty face. If you like your Indian whores to have big boobs along with amazing cocksucking skills then Anjali Kara is the hardcore Indian babe for you!
Tina Marie is a tattooed Indian XXX whore with a sheer love of cock. This sultry Indian slut sucks cock like a real champ but the best part about her Indian blowjobs are that Tina Marie has beautifully plump lips and an angelic face with a hypnotic gaze. Her hardcore XXX fuck fest leaves her Indian pussy stretched but that isn't enough for Tina Marie since she loves getting her Indian snatch filled with salty spunk. Her XXX Indian sex scene title Pure Hot Exotica is one of her many Indian hardcore scenes this tattooed beauty has starred in. Just be warned though, once you see her Indian hardcore fucking scenes you'll be hooked. Not only will you be addicted to the naughty Indian slut but you will be so drained of cum that you'll be too weak to leave the house!
Sometimes a nice Indian slut is all that you will need to drain your cock of cum. Victoria Brown is a busty Indian XXX whore that loves getting nasty in hardcore action. Her lovely olive skin is just one small aspect of the sexy this nasty Indian whore possesses. Victoria's DD cup size big boobs are mind-numbingly hot and seeing them sway and bounce about as she gets double-teamed is nothing short of tantalizing. Victoria has a delicious MMF threesome fuck fest and this naughty Indian porn star attempts to perform a sexy double blowjob and tries to deep throat each cock and her efforts are rewarded with a hot Indian pussy pounding that has her moaning and begging for more. Her shaved Indian pussy looks mouth-watering close up as it gets relentlessly plugged with man meat. What a nasty Indian bitch! I can't wait to see more of her!
British blokes that love exotic Asian babes have always taken a liking to the gorgeous raven-haired beauty that goes by the name of Kharishma Kay. The sexy Indian porn star has confessed to being a sex addicted Indian slut, which drove her to find work in the skin biz. Her lust for cock and pussy makes her the perfect Indian fuck slut and one that we love to feature here. Kharishma and Daniel get together and after never meeting each other before find themselves with a chemistry that is palpable on the blue screen. Daniel plays with Kharishma's Indian tits and her pussy reacts with loads of snatch juices making her tight pussy hole ready for the hardcore Indian banging it's about to get. Kharishma spreads her legs wide and Daniel plunges his fat schlong deep in her cunt making her gasp and moan. Pumping her with an unrelenting lust, Kharishma wraps her sexy legs around Daniel as he crams her Indian snatch full of man meat.
This is one hot Indian on black interracial fuck fest that takes the Indian hardcore lust onto a whole new level. Syreeta Khan sucks off her new lover Harry. Harry, a hung black man from Northhamptonshire makes a special appearance since he does have a formidable black cock that many Indian chicks just cannot get enough of. Syreeta Khan also has another wonderful asset along with her good looks. She has beautiful feel and Harry has a big of a foot fetish and gets Syreeta to give him a foot job with her soft-soled Indian feet. Harry's hard ebony cock is pulsating with desire for he cannot wait a moment longer to dip his pole in some wet Indian snatch so he spreads her legs and pumps Syreeta Khan's Indian pussy full of black dick making her moan and squeal with sheer delight!
I love an exotic Indian porn slut any day of the week since they are truly some exotic and amazing creatures to see in hardcore action. Robyn Hunter is an Indian babe with a heart stopping smile and a sexy gaze that could stop anyone in their tracks. This hot Indian porn scene has the naughty Robyn seducing her boss after a long days work at the office. Knowing that he's having intimacy issues with his wife back home fuels her lust to get him for a hot Indian XXX one on one session. Marcus knows this is wrong but he cannot resist Robyn Hunter's charms and lets her devour his hard cock after hours at the office. Massaging his balls vigorously, Robyn slurps and laps up his dick before sliding her wet Indian pussy onto it. Riding her boss like a sex-crazed Indian whore in heat Robyn gives her boss an orgasm that leaves him drained after he blows a huge sticky load into her pretty mouth!
Some of the most captivating chicks in porn are Indian sluts that look amazingly gorgeous no matter what level of nastiness they are engaging in. Jasmine Sharma is definitely one of those babes that can certainly put an amazing spit shine on a cock like a bona fide whore. This is one of Jasmine Sharma's first Indian XXX movies and while her shyness and apprehensiveness to the scene can be noticed it gives the sexy brunette a charm that is seldom seen in hardcore XXX movies. Jasmine Sharma is wearing her sexy green saree and looking beautiful of course and her co-star Patrick enters the scene with an enormous boner that Jasmine at first shies away from. Once she warms up to the idea of having her wet Indian pussy pummeled by this big dick, she begins to get very wet and Jasmine loses herself in the throes of Indian XXX lust.
Sahara Knite is one red hot Indian whore in heat that loves to get nasty, which is why she got into the skin biz in the first place. This Indian XXX scene has Sahara getting a hardcore boning from one of her co-stars Bradley. Since Bradley loves exotic bitches that are Asian he has no problem getting it up for Sahara. The lusty olive-skinned Indian beauty is a captivating cutie that has some solid Indian blowjob skills that shine in all of her XXX movies. Sahara Knite gobbles up Bradley's dick like a cock-hungry slut as she gets her Indian pussy fingered. Bradley slaps her Asian ass then Sahara climbs his fat cock and slides down onto his big tool and Bradley sucks on her caramel colored nipples as she sensually slides up and down his long salami. The hot couple fucks in just about every conceivable position possible before getting messy for the big Indian hardcore finale. Sahara opens wide and takes Bradley's gooey load in her mouth like a good little Indian slut would.


text:
Articles Picture Collage Maker
Office Tip: how to create a PowerPoint presentation from a Word document
If you need to make a presentation based off of something you've written, why not kill two birds with... See more
How to open PowerPoint presentations without PowerPoint
If you've received a PowerPoint presentation (in PPT format) but don't have either Microsoft... See more
Discover alternatives to and add-ons for Picture Collage Maker
Alternatives to Picture Collage Maker
- Softonic
- 8
- 8
- User
- 6.0
- 6.0
Addons for Picture Collage Maker
- Picture Collage Maker doesn't have any addons yet. Would you recommend any to us? Tell us


text:
This is a page about postal code of Conception Bay South, Newfoundland, with more professional information like latitude, longitude and online map etc.
This is online map of the address Conception Bay South, Newfoundland. You may use button to move and zoom in / out. The map information is for reference only.
More information about text formats


text:
Bob Evans Farms (NASDAQ:BOBE)
Q3 2013 Earnings Call
February 20, 2013 10:00 am ET
Scott C. Taggart - Vice President, Investor Relations
Paul F. DeSantis - Chief Financial Officer, Principal Accounting officer, Treasurer and Assistant Corporate Secretary
Steven A. Davis - Chairman and Chief Executive Officer
Michael W. Gallo - CL King & Associates, Inc., Research Division
Will Slabaugh - Stephens Inc., Research Division
Michael Halen - Sidoti & Company, LLC
Stephen Anderson - Miller Tabak + Co., LLC, Research Division
Good morning. My name is Jodi and I will be your conference operator today. At this time, I would like to welcome everyone to the Bob Evans Farms Third Quarter 2013 Earnings Release Conference Call. [Operator Instructions] I would now like to turn the conference over to Mr. Scott Taggart, Vice President of Investor Relations. Please go ahead.
Scott C. Taggart
Thank you, and good morning from Columbus, Ohio. This is Scott Taggart, Vice President of Investor Relations. I'd like to welcome you to Bob Evans Farms Third Quarter Fiscal 2013 Conference Call. With me this morning are Steve Davis, our Chairman and Chief Executive Officer; Paul DeSantis, our Chief Financial Officer; Ed Mitchell, our Vice President and Corporate Controller. Our call today begins with a summary of our performance from Paul and then Steve will go into further detail regarding developments within each of our segments. After that, we will open the call for questions.
Please note, our comments today contain forward-looking statements as defined by the Private Securities Litigation Reform Act of 1995. These forward-looking statements include projections regarding anticipated future results. A number of risks and uncertainties could cause our actual results to differ materially from these forward-looking statements. Our recent filings with the Securities and Exchange Commission include a discussion of these risk factors. We caution investors not to place undue reliance on forward-looking statements, which speak only as of the date of this conference call. We undertake no obligation to update these statements. Also, we will reference non-GAAP financial measures today. We have provided a reconciliation of the non-GAAP information to the most directly comparable GAAP financial measures in our earnings release posted on the Investor Relations section of our corporate website at www.bobevans.com and filed with the Securities and Exchange Commission on Form 8-K.
And now here's Paul DeSantis with a review of third quarter results and a look ahead at the remainder of fiscal 2013. Paul?
Paul F. DeSantis
Thanks, Scott. Good morning, everyone. This quarter is truly a demonstration of our first strategic pillar: Transform our core businesses to enable expansion. During the quarter, we took another big strategic step by completing the negotiations for the sale of Mimi's Café. We signed the deal on January 28 and, we're pleased to announce, closed on February 15.
Let me highlight a few other key items since our discussions last quarter. Same-store sales at Bob Evans Restaurants were 1.6% for the quarter, including a net unfavorable snow effect of approximately 0.5%. BEF Foods demonstrated volume growth of 13% and top line of 7.5%. Year-to-date, Foods has grown volume 12%, sales by 6% and non-GAAP profit by 40%. Non-GAAP EPS was $0.56 per diluted share.
We refreshed 40 Bob Evans Restaurants during the quarter, bringing the total to 249 restaurants refreshed to date. We continue to successfully integrate the Kettle Creations acquisition and then immediately challenged the plant to in-source a key product line due to a production disruption attributable to one of the company's suppliers.
We converted our 2 restaurant-operating companies to limited liability companies. Besides streamlining our organizational structure, this conversion is expected to have favorable cash tax benefits in the range of $53 million to $63 million, the bulk of which we expect to realize over this year and next year. This conversion is not expected to have any permanent tax rate benefit.
We paid off our remaining private placement notes, approximately $100 million worth, primarily using funds from our revolving credit line. The primary reason to pay out the private placement notes was the organizational and covenant flexibility we gained to facilitate the restructuring and other corporate initiatives. In addition, we expect to gain interest expense savings from the interest rate differential. I'll go into more detail by business unit in a few minutes.
As a result of our transformational and restructuring activity, there are a number of large items that are recorded in our financial statement. The goal of our GAAP to non-GAAP adjustment is to highlight the performance of our businesses by adjusting out the large items not associated with ongoing operation. In total for the quarter, we recorded $32.3 million pretax and $10.3 million after-tax of GAAP to non-GAAP adjustment. We also expect to have significant Mimi's sale-related GAAP expenses, which will be excluded from non-GAAP reporting during the fourth quarter. I encourage you to read the GAAP to non-GAAP disclosures in our press release for more specific details.
Normalizing for all these GAAP, transactional and restructuring adjustments, we reported non-GAAP EPS for the quarter of $0.56 per share, where we thought we were going to be when we announced the sale of Mimi's a few weeks ago. Last year, we reported earnings of $0.69 per diluted share. The key drivers of the variance are as follows: Mimi's reduced profitability cost us $0.07 per share as a result of the continued top line weakness. Last year, during the quarter, Mimi's earned $3.2 million. This year, only about $300,000. Same-store sales at Mimi's for the quarter were down 4%, with December down 6.3%, likely in reaction to our announcement of the pursuit of strategic alternatives for Mimi's.
BEF Foods shifted marketing spending to the third quarter from the first and second quarters to better match up spending with the key holiday demand period and avoid expensive election-related media. This timing shift cost $0.08 per share in the quarter. The spending is designed to drive awareness, as well as current volume. For the full year, we're expecting marketing spending to be up slightly to last year.
During the quarter, the Foods business experienced a $0.03 per share decline in profitability, as a result of higher costs arising from a production disruption attributable to a unilateral price increase taken by one of the company's suppliers.
In December, Bob Evans Restaurants experienced several snow events, including the weekend after Christmas, which is a key weekend for that month. In January, we had a benefit as we rolled over a snow event last year. The company estimates the negative net sales impact from those snow events was approximately $1.2 million, while earnings were reduced by approximately $0.01 per share. In the taxes line last year, we received a $0.05 per diluted share benefit, resulting from a tax settlement. That settlement was not repeated in this year's third quarter.
Offsetting these headwinds were some favorable items compared to last year, which include the positive effect of Kettle Creations, favorable interest expense and the favorable effect of lower share count, each of which we estimate to be approximately $0.02 per diluted share, or approximately $0.06 of favorability in total.
Bob Evans Restaurants same-store sales reached 1.6% for the quarter. That included approximately $1.7 million of snow effect on the top line in December, which had the effect of reducing December's performance by approximately 2.3 percentage points and $500,000 of snow effect rollover benefit from last year, which had the effect of increasing January's performance by approximately 80 basis points. Overall, we estimate the quarter was unfavorably impacted by approximately 50 basis points. The weather effect impacted profitability by approximately $500,000, as labor, food cost and other restaurant expenses were hurt by the weather effect as well.
In terms of the Farm-Fresh Refresh program, during the quarter, an additional 28 Bob Evans Restaurants in the Detroit and Toledo markets moved into the category of restaurants refreshed for more than 1 year. Those restaurants joined the 27 restaurants from the Dayton market that have already been completed for more than 1 year. Overall, these restaurants are up 2.7% for the quarter, demonstrating the sustained power of the refreshed restaurants more than 1 year out. During the quarter, we refreshed approximately 40 Bob Evans Restaurants, compared with 15 restaurants last year. As a result, we experienced 258 closed restaurant days in the quarter, compared with 118 closed restaurant days in last year's third quarter, which would account for approximately $500,000 of incremental lost sales.
Overall, the refreshed restaurants, including the effect of closed days, continued to outpace the non-refreshed restaurants. The almost 20% returns on the Refresh program continued. Our strategy of refreshing the entire chain by the end of the next fiscal year remains in place, especially given the sustained growth we're seeing in the refreshed markets.
For the third quarter in a row, BEF Foods chalked up strong top line growth. Overall volume was up 13% for the quarter. The side-dish business grew at more than 9%. The food service business grew at more than 40%, on the strength of sales to third parties, third-party sales from the Kettle Creations acquisition and continued in-sourcing gains at Bob Evans Restaurants. Top line responded with growth of approximately 7.5% for the entire BEF Foods business.
Total cost of sales and operating wages combined, although favorable to last year, were not as favorable as we were expecting. During the quarter, one of our suppliers notified us that they would cease providing us with an integral component of our side-dish business. Given the timing of the notification, coupled with our desire to avoid supply interruption to our customers during a major production period, we had to incur additional expense reconfiguring our existing production lines to in-source the production of this product. The capital cost of this new equipment was approximately $1.7 million. The disruption to our production lines, coupled with initial inefficiencies in manufacturing, adversely impacted our results. We continue to refine production to improve efficiencies. Furthermore, the same supplier imposed a unilateral price increase on other products, which they continue to supply for us. Right now, our estimate is that the cumulative effect of the 2 actions related to this supplier has impacted our results by approximately $0.03 per share for the quarter. Any continued and contemplated impact from these items for the fourth quarter has been reflected in our guidance and we continue efforts to minimize any impact beyond that. As this matter pertains to pending litigation, we are not at liberty to discuss this further.
Other operating expenses were up over last year as a result of acquisition of Kettle Creations, as well as volume-related increases in hauling and freight. SG&A was also up over the prior year. The increase in SG&A was due to the timing of marketing spending for the year. Although our overall marketing budget is expected to be up slightly year-over-year, we concentrated it into the third quarter by pulling from the first and election-heavy second quarters. Our goal was to support the seasonal sell-in at trade by committing to our retailers that we would market our key items. As a result, retailers ordered more product. Volume, market share and the number of locations at which we are available for the key side-dish business increased again this quarter. The payback to the spending will ultimately be realized through sustained higher top line growth, better market share and increased consumer recognition. Marketing spending in the fourth quarter is expected to be up slightly to prior year.
A number of questions have come up regarding the impact of our strategic initiatives, such as the sale of Mimi's and the conversions of our restaurant-operating companies. I'd like to address them here.
When will the cash tax benefits be realized? We expect the cash tax benefits to be realized over the next few years, with the bulk of the cash realized this year and next. We will continue to firm up the numbers and come back to you with a narrower range during the next quarter's call.
What will we do with the cash received, both from the proceeds of the Mimi's sale and the restaurant-operating company conversions? We'll consider our liquidity position as we evaluate our capital allocation decision. As we've stated, the primary use of capital is for us to drive our profitable growth initiatives by investing in our business. This is followed by the payment of our dividend, then followed by acquisition. To the extent that there's the capacity, we will buy shares back. Our view on our balance sheet and leverage is to be a bit conservative, protecting liquidity in anticipation of potential acquisitions and from continued economic challenges.
What is the transition services agreement with Mimi's? Our transition services agreement is designed to provide Mimi's with the services necessary to continue running the business while the new owner integrates it into their organizational structure and support systems.
How long will the transition services agreement last? We expect that the majority of services we provide today will be provided for up to 1 year.
How much will the transition services agreement cost? The charges to the buyer for our services will not completely offset the cost of providing those services. We currently allocate approximately $10 million of cost to Mimi's each year. If all services were to be provided for the full year, we would collect approximately $5 million, leaving us with approximately $5 million to cover through other cost reductions and efficiency improvements.
Naturally, you're asking, how will we offset those costs? Our commitment is to offset any cost overhangs, stranded costs as we call it, to deliver on our 8% to 12% long-term EPS growth commitment. Over the past 5 years, we estimate we've saved more than $100 million through efficiency initiatives, such as the establishment of our formal supply chain and purchasing group, lean manufacturing initiatives implemented in our BEF Foods segment and actual versus theoretical food cost savings in our restaurants, just to name a few. Those savings have allowed us to offset cost increases and deliver 9% EPS growth during the last 5 fiscal years. As we've had historical cost savings and efficiency initiatives in the past, we have similar savings and efficiency improvement programs now and going forward.
For example, we implemented a hiring freeze earlier in the year, taking advantage of natural attrition. We announced cost savings projects in our plant consolidations and we paid off our higher costs private placement notes. Our Project BEST Way cost savings initiatives include SKU rationalization, menu management and labor management, in addition to the ERP install we're starting shortly to help us upgrade our processes to efficiently support growth. No savings opportunities are off the table. We're confident that we'll be able to offset the stranded costs over the next year and are committed to delivering 8% to 12% long-term EPS growth.
In terms of guidance for the rest of the year, in light of the complexity this quarter and next, we'll be giving guidance for the fourth quarter. We'll go back to annual guidance for fiscal '14. We expect the fourth quarter of fiscal '13 to be in the $0.60 to $0.65 per diluted share range. This includes approximately $0.03 per share of costs associated with Mimi's transition services, as I just discussed. This also assumes we exclude any Mimi's performance in the fourth quarter. Bob Evans Restaurants is expecting a top line of flat to 1% positive for the quarter.
February started out slow. We believe guest reaction to the tax increases and an extended string of snowy and bitterly cold days in the core Midwest markets kept a portion of our target audience at home. We've seen that trend begin to moderate in mid-February and expect to get back to growth by the end of the quarter. Operating margins are expected to be in the 9% to 9.5% range, consistent with previous guidance and reflecting the accelerated Farm-Fresh Refresh remodeling program and the early February sales impact.
BEF Foods is expecting overall net sales of $85 million to $95 million for the fourth quarter, up from last year's fourth quarter of $76.5 million. Operating margins are expected in the 9.5% to 10.5% range.
We continue to expect capital spending to be in the $130 million to $150 million range, primarily to support our expanded refresh initiative, expansions at the Kettle Creations and Sulphur Springs, Texas plant, our corporate campus and our ERP initiative. In terms of next year, there will be many headwinds and tailwinds that will likely keep us within our 8% to 12% long-term EPS growth range. For example, we'll have a loss on our transition services agreement with Mimi's, there will be expense as we invest in our ERP project and we'll be refreshing approximately 240 restaurants. Offsetting those headwinds will be the absence of the Mimi's loss, the benefit we expect to realize from our plant closures and other efficiency initiatives, incremental value from the Kettle Creations acquisition and, of course, profitable growth from our business units. We will give detailed guidance for the fiscal 2014 next quarter. With that, I'll turn the call over to Steve. Thank you.
Steven A. Davis
Thanks, Paul. Good morning, everyone. Our company's efforts and investments are now focused on our 2 Bob Evans-branded segments: Bob Evans Restaurants and Bob Evans Farms Foods. Both businesses delivered positive net sales growth this quarter despite several significant challenges.
At Bob Evans Restaurants, we generated our third consecutive quarter of positive same-store sales growth, due largely to continued strong performance from our Farm-Fresh Refresh remodeling program, as Paul noted earlier. We remain on track for completing that program during fiscal 2014, 1 year earlier than we originally planned. Likewise, we are not deviating from the value platform strategies driving each of our sales layers, as guest feedback and sales trends continue to be positive around our dine-in, carryout, bakery and catering offerings.
At Bob Evans Farms Foods, we had a successful quarter as we grew overall volume 13%, with food service, refrigerated side dishes and sausage generating positive growth of 42%, 9% and 3%, respectively. Our frozen business was down 7%, but that was due primarily to a couple of large retail customers shifting orders from January to February. We saw growth in market share for our sausage and refrigerated side dish products during the quarter, and a stable share in frozen, suggesting our efforts to turn around that business are taking hold.
Both Bob Evans Restaurants and Bob Evans Farms Foods have been transformed during the past 7 years. Both are more relevant, more efficient and better poised for top and bottom line growth than ever before. This is a testament to the vision and dedication of the 30,000-plus employees who have taken the BEST Brand Builders to heart. To these individuals, winning together as a team, consistently driving sales growth, improving margins with an eye on guest satisfaction, being the best at operations execution and increasing returns on invested capital are the framework for thriving in all operating environments.
Industry and macroeconomic challenges will come and go but our teams consistently perform and deliver long-term earnings growth because they operated from the sound foundation these BEST Brand Builder principles provided. Today, Bob Evans Farms Inc., through Bob Evans Farms Restaurants and Bob Evans Farms Foods, is a unique growth vehicle for capturing an increased share of stomach across each of the restaurant, grocery and food service channels. With the divestiture of Mimi's Café, our company is committed to realizing the full potential of the Bob Evans brand. Our confidence in that potential was reflected in our recent decision to raise long-term annual non-GAAP earnings-per-share growth guidance to 8% to 12% from the previous range of 7% to 10%.
Many respected industry analysts have noted that companies operating in the restaurant and packaged food industries have become locked in a battle for market share as macroeconomic trends limit overall industry growth. We certainly would not disagree with that characterization. However, our teams are not ones to shrink in the face of a challenge. The tough economic environment we have faced for the last several years has served our company well. It has forced us to rethink the way we operate our businesses and the way we meet the needs of our guests and customers. Our core principles have not changed but our approach to managing our food manufacturing and restaurant businesses has evolved to position our company for growth even if the overall food industry is not growing.
We are in a position today to discuss growth strategies for both of our business segments because we have undertaken a series of measures during the last 7 years that improved our cost structures, revitalized our asset bases and redefined our brands in the minds of our restaurant guests and grocery customers alike. As Paul said earlier, these actions have generated cumulative cost savings of more than $100 million. At Bob Evans Restaurants, some examples of these initiatives during the last 7 years include: continuous development of new and existing sales layers that meet the needs of today's family dine-in segment guests, including enhanced dine-in, carryout, bakery and catering options, all supported by well thought-out value layers designed to drive traffic and average checks; rebuilding our real estate, design and construction teams to enable acceleration of the Farm-Fresh Refresh program and to design a new restaurant prototype that will drive the success of our new, more aggressive unit development in the years following the completion of the Farm-Fresh Refresh remodeling program; the execution of a host of back- and front-of-the-house initiatives that have delivered earnings growth during a period of challenging revenue trends; the conception, design and prototyping and successful implementation of the Farm-Fresh Refresh remodeling program and the closure of more than 60 underperforming restaurants.
At Bob Evans Farms Foods, the projects initiated during that same period are equally noteworthy, which include: the expansion of our refrigerated side dish and frozen food offerings, which grew sales and further reduced exposure to sow costs swing while also introducing the Bob Evans brand to new customers; the acquisition of Kettle Creations, a former co-packer, allowing us to vertically integrate into our high-growth refrigerated side dish business; the transition from a direct-store delivery model to a direct-warehouse distribution model that has enabled us to expand our presence to all 50 states and more than double our retail points of distribution; and the launch of a lean manufacturing program that significantly improved our manufacturing efficiency and therefore mitigates the impact of sow costs volatility on our P&L.
While these examples of recent initiatives in both of our business segments are by no means exhaustive, they provide insight into how seriously we review responsible growth. We knew several years ago that our company had significant growth potential. We were also sufficiently humble to realize we did not have the infrastructure in place to grow in a manner that would best serve our guests, customers, employees and shareholders in the long term. Therefore we set on a course to do what was necessary to restructure our businesses for success in a more competitive environment where consumer decisions are increasingly impacted by value and convenience, as well as quality and freshness. We now have the infrastructure and growth projects in place that should enable us to deliver on our long-term earnings growth guidance.
With the divestiture of Mimi's Café, our growth story becomes clear. Today and in the coming quarters, we will articulate our plans for leveraging the Bob Evans brand as we grow the company in the years ahead. We are currently updating and revising our 5-year, long-range strategic plan and this year we plan to share more details of that plan to provide investors with a greater understanding of our operating plans and targets for each of our businesses over the long term. The long-range strategic planning process will continue into our fourth quarter and at next quarter's conference call we will discuss key elements of the plan, including guidance based on our sales layers and new cost structure.
With that, I will take a moment to recap the near-term programs we have in place to continue generating earnings growth and develop our brand at Bob Evans Restaurants and Bob Evans Farms Foods and then I will then turn to a review of our longer-term growth plan.
I will begin with Bob Evans Restaurants. Our current $9.99 3-course dinner menu features proven winners, such as our highly popular 3-course steak dinner. However, we also continue to innovate within the platform. During the diet-conscious, post-holiday season, we added several under-450-calorie options and as we transition to the Lenten season our $9.99 menu has grown to feature several new fish options, including blackened whitefish and garlic-crumb-crusted whitefish. And for a $2 up-charge, either dish is available with cod or salmon. Guests may also opt to add 5 shrimp to their meal for a very reasonable $3 charge. And finally, we offer a $2 dollar dessert upgrade option for guests who would prefer a slice of pie rather than the chocolate chip cookie or the ice cream sundae that is included in the $9.99 3-course offering.
Also in line with the Lenten season, we have expanded our premium seafood offerings outside of the $9.99 3-course dinner platform with 2 new fish-and-chips meals, as well as several shrimp combo platters, including shrimp and chicken and shrimp and fish. These new items are priced from $8.99 to $11.99 and are available at lunch and dinner.
Premium options have not been forgotten at breakfast either. We recently upgraded our $8.49 Farmer's Choice Breakfast to include All You Can Eat Hotcakes and, for $1 more, guests can add endless blueberries, pecans, chocolate chips or blueberry syrup to their hotcakes.
Our carryout, bakery and catering platforms continue to perform well during the quarter, with 11% growth in carryout and 16% growth in both bakery and catering. Carryout comprised 13% of sales during the quarter, while our bakery and our recently launched catering program represented nearly 2% and less than 1%, respectively. We are pleased that our bakery sales layer has already offset the sales impact of discontinuing the 650-SKU retail assortment, known as the Corner Cupboard, that we maintained previously in each of our restaurants. This is particularly impressive as our full bakery assortment is available only in remodeled locations, which currently comprise less than half of our chain. There's additional upside as we move towards completion of the Farm-Fresh Refresh program. Not only is the bakery sales layer outperforming our former retail business, it has far more growth potential and it is achieving that growth with less complexity, higher margins and a more relevant brand positioning. We are also developing new approaches to use in the bakery layer to drive the overall business. For example, we developed a Valentine's Day offer this month that drove gift card sales by including a free box of heart-shaped cookies with every $25 gift card purchase.
Catering and carryout are also increasingly important sales drivers. In fact, sales on the day before Thanksgiving now exceed Mother's Day, traditionally our highest sales day of the year, due to the impact of these growth sales layers. From a value perspective, our 10 for $6 Farmhouse Deals continue to drive sales for those guests who may be more price-sensitive or have smaller appetites. We recently introduced new offerings on the $6 Farmhouse Deal menu.
At breakfast, which as most of you know is available all day at Bob Evans Restaurants, we have added 2 new breakfast sandwiches served with either home fries or hash browns. And for the lunch and dinner menu, we introduced a $6 Chicken penne pasta dish, which includes slow-roasted, all-white-meat chicken and fresh vegetables in a garlic herb sauce served with grilled garlic ciabatta bread. As you can tell from these descriptions, while these new items may be targeted at guests with smaller appetites, they are certainly not small. And as we have said since we first introduced the $6 Farmhouse Deal menu, we will continue to innovate and exceed our guest's expectations for value, abundance and then taste within this platform.
Our Bob Evans Restaurants team is developing its digital marketing platforms to further leverage and expand both our 800,000-plus member eCLUB and our website, which generated 9.5 million visits over the past year, a 50% increase over the prior year. We will continue to improve our website to maximize conversion of site visits to online orders and memberships in our eCLUB. We are taking a holistic approach to digital to ensure brand alignment but we also recognize the subtleties of each channel within the space. We have found that our traditional guests favor online access while Millennials prefer to interact with the brand using mobile devices. Our future marketing through each of these channels will reflect these and other insights we have identified as our digital marketing presence has expanded during the last few years. We will also leverage digital interaction with our guests across Bob Evans Restaurants and Bob Evans Farms Foods, as we continue to develop cross-branding ideas between the businesses. We will have more to report concerning our digital initiatives in upcoming quarters.
Now turning to Bob Evans Farms Foods. I am pleased to report that the integration of Kettle Creations is progressing well. We are in the midst of a significant expansion project, the Kettle Creations manufacturing facility, which is focused on the production of our refrigerated side dish products, which grew 9% over last year, as well as our plant in Sulphur Springs, Texas, that produces our ready-to-eat sausage products, which grew 44% over last year and our refrigerated and frozen handheld sandwiches offering, which grew 6% on a combined basis over last year. These expansion projects are critical to our strategy of focusing on high-growth, convenience-oriented product offerings.
As Paul noted during his commentary, we incurred some one-time expenses at Kettle Creations during the quarter as the team there in-sourced an integral component of our side dish business to prevent a supply disruption to our retail customers. The sense of urgency, professionalism and creativity consistently exhibited by the Bob Evans Farms Foods and Kettle Creations teams following the acquisition is a terrific example of what we mean at Bob Evans Farms Inc. when we talk about winning together as a team.
As we have said, an important part of the growth story of Bob Evans Farms Food, is the development of a more diversified product portfolio that is on trend from a consumer perspective and is also beneficial to margin stability and growth from a profit and loss perspective. The expansion and innovation projects at Kettle Creations and Sulphur Springs are key elements of that strategy.
Our strategy has enabled us to capture 5 points of market share since the Kettle Creations acquisition. Bob Evans Farms Foods now commands nearly a 50% share of the refrigerated dinner side dish business. Our success in integrating Kettle Creations gives us confidence as we continue to seek appropriate acquisition opportunities to further drive Bob Evans Farms Foods growth.
As I mentioned earlier, our company is currently working through its annual strategic planning process, where we develop our operating plan for the upcoming fiscal year, as well as revise and update our 5-year strategic plan. We will provide our fiscal 2014 earnings guidance next quarter along with many of the key elements of the 5-year strategic plan.
However, before moving to question and answers, I would like to spend some time outlining the long-term strategic priorities that will enable our company to deliver 8% to 12% long-term earnings-per-share growth.
At Bob Evans Farms Restaurants, we have set bold 5-year goals and strategic priorities, including off-premise sales of at least 20% of total sales mix. Within that initiative, we expect to grow our catering business, which was relaunched last November, to 20% of overall off-premise sales. We will also continue to innovate around our proven value platforms that are driving both dine-in and off-premise sales. The $9.99 3-course meals, the $5 Soup-to-Go, our Farmhouse Deals and Family Meals TO GO are proven winners and we intend to continue their winning streak.
The focus during fiscal 2014 will be the completion of the chain-wide Farm-Fresh Refresh remodeling program, along with continued development of the carryout, catering and bakery sales layers the program has enabled. We will continue to seek out and adjust accordingly to insights that we gain from the Farm-Fresh Refresh program. The most recent example is our modification of our bakery assortment and merchandising to drive grab-and-go sales, a key driver of future growth as we target weekly sales of $2,500 per week, per restaurant, in the next 5 years from the current level of just over $500.
Beginning in 2015, Bob Evans Restaurants plans to return to a more substantial new restaurant opening program, with approximately 10 to 15 new restaurants expected to open during the year. These new restaurants will reflect an evolved design that incorporates the high-growth category of carryout, bakery and catering sales layers, currently rolled out in the Farm-Fresh Refresh program. The new design is expected to lower the investment cost, while an upgraded site selection program is expected to enable us to generate average unit volumes in excess of our current average unit volume. The new design will reflect our guests' expectations for a dining experience, whether dine-in or off-premise, and will also feature a reengineered back-of-the-house to realize further margin improvement.
Our real estate strategy will address fill-in opportunities in existing markets, but we'll also continue to expand our footprint beyond the 19 states where we currently have a presence. Our approach to new markets will be to establish a concentration of units. You will not see us opening one-offs in noncontiguous states. And as we have said, through the Farm-Fresh Refresh program, we will not allow our assets to become obsolete in the future. We are committed to evolving our restaurants and our brand in order to remain relevant to restaurant guests' expectation. Therefore, in the next 3 to 4 years, we will be ready to execute Farm-Fresh Refresh 2, a Farm-Fresh Refresh remodeling initiative, as always, with an expectation of an appropriate return on investment. Our real estate strategy will be focused on obtaining high-quality locations expected to generate returns in excess of our cost of capital. These locations will not necessarily be the lowest-cost properties in a given market. Furthermore, the decision to purchase or lease each location will be based on the implications for achieving the highest return on invested capital. Generally though, we prefer to purchase real estate. We view real estate ownership as an important strategic advantage. It provides us with a far greater level of flexibility in managing our restaurant assets and it provides us with the certainty of a onetime cash outflow rather than a cash flow stream that escalates in perpetuity.
Owning the majority of our properties enabled us to execute the Farm-Fresh Refresh program far more efficiently than if we had been required to seek approval from individual landlords to modify our restaurants. And in those rare instances where it becomes necessary to close an underperforming location, it is advantageous not be faced with penalties associated with early-lease terminations.
At Bob Evans Farms Foods, tremendous organic growth opportunities remain in our 3-key in-store categories of sausage, refrigerated side dishes and frozen food. We frequently point out that Bob Evans Farms Foods has a retail presence in more than 30,000 locations nationally, with the potential to add approximately 10,000 more locations. Another part of our organic growth story is to expand our SKU presence at each location. Today, our average number of SKUs per location is just over 12. However, several of our retailers offer more than 20 of our SKUs. So as you can see, based on this simple data, acquisitions are not the only meaningful avenue of growth we have ahead of us. Expanding our presence at each existing distribution point, as well as securing new points of distribution, are each significant growth opportunities in their own right.
Our recently highly successful product introductions, including rice and pasta dishes, oven-baked casseroles, breakfast burritos and breakfast bakes, show that we are capable of expanding the product categories in which we compete. We are more than ready to compete in a battle for market share with superior products, such as our mashed potatoes and macaroni and cheese side-dish product lines but we are also quite adept at expanding the size of the categories in which we compete through product innovation.
The priorities during fiscal 2014 will include realization of the initial benefits of the food production consolidation plan announced last May, which we estimate will improve our operating expense structure by $4 million to $5 million during 2014, with full realization of benefits totaling $7 million to $8 million annually, beginning in fiscal 2015. Fiscal 2014 will also include continued efforts to uncover acquisition opportunities that will complement Bob Evans Farms Foods core competencies in the meat and the refrigerated sections of the grocery store. After completion of our updated 5-year strategic plan, we will share with you our expectations for growth and profitability at Bob Evans Farms Foods in the coming years.
A critical priority for both Bob Evans Restaurants and Bob Evans Farms Foods during 2014 and beyond will be leveraging further synergies between the 2 businesses. We have spoken at length over the last few quarters about the in-sourcing initiatives between the restaurants and our Foods business. We have noticed that Bob Evans Restaurants has been in-sourcing 50% of the total potential volume from Bob Evans Farms Foods. However, we continue to uncover new potential in-sourcing opportunities and we believe there may be upside to our total potential volume. We will keep you updated.
Beyond in-sourcing, there are several additional opportunities to create value from the unique relationship between these 2 businesses. Embedded within the growth story of each of our business segments are elements of growth due to: leveraging opportunities for cross-marketing and promotion; the supply chain innovation and cost efficiencies, including packaging, transportation and raw material procurement; the joint product innovation projects unique to the Bob Evans brand that will be offered on grocery store shelves and in restaurants; and in the case of Bob Evans Restaurants, optimized back-of-the-house design and labor utilization enabled by offsite food preparation at our Bob Evans Farms Foods facilities.
Now turning to Mimi's Café. I would like to point out that the sale process was conducted over a period of many months in partnership with Lazard, our financial adviser, and was approached in a methodical and measured manner in order to realize for shareholders of Bob Evans Farms Inc. and to ensure that Mimi's Café would be aligned with an appropriate strategic partner. As we've said in the past, at Bob Evans Farms Inc., businesses, product lines or assets not delivering on our return of invested capital expectations are either successfully restructured or they are divested. The strategic fit, return on invested capital and long-term growth potential of Mimi's Café relative to our other businesses were keys that prompted us to initiate a sale process of the business. From its executive team to its restaurant staff, Mimi's employees are a highly talented group of individuals who believe passionately in the promise of their brand. Over the years, we have developed deep and lasting relationships with Mimi's 10,000-plus team members and we now wish them success as they continue to develop their business.
As we have explained in the past, our overall corporate strategy is driven by 3 pillars. One, transform our core businesses to enable expansion; two, selectively invest in high return on invested capital growth opportunities; and three, drive shareholder value with disciplined capital allocation. As I conclude my comments this morning, I want to underscore Bob Evans Farms Inc.'s ongoing commitment to 8% to 12% long-term annual adjusted non-GAAP EPS growth. We expect to achieve that objective, as we have over the last 5 fiscal years, with continued adherence to our internal BEST Brand Builders. The BEST Brand Builders keep us focused on the levers that generate attractive returns on invested capital. We also remain committed to rewarding our shareholders with robust dividend and share repurchase programs, in addition to earnings growth to drive stock price appreciation, our employees with opportunities to develop their skills and progress within the organization and, of course, our guests and our customers, with best-in-class offerings within the grocery, restaurant and food service channel.
We have generated strong earnings-per-share growth during the last several years largely through the optimization of our operations and significant opportunities remain within Bob Evans Restaurants and Bob Evans Farms Foods for further cost efficiencies. Our future earnings growth will also be increasingly generated by a focus on leveraging top line growth of both businesses. Next quarter, we will share our growth expectations on a more granular level for fiscal 2014 and we will also provide a broader view of our revenue and earnings growth expectation for the next 5 years within both of our business segments.
We at Bob's Evans Farms Inc. are proud to be an Ohio-based company. Our Midwestern work ethic and conservative approach to managing our businesses have served us well as we have retooled our business segment to compete more effectively in core and growth markets in this challenging and volatile economy. It has enabled us to create jobs, invest in infrastructure and reward shareholders during one of the most challenging periods in our nation's economy. Bob Evans Farms Inc. is executing on its growth story. We will generate growth through expansion into new points of distribution, as well as through increased sales productivity at current distribution points in both of our business. This is a key element of our 8% to 12% long-term annual adjusted non-GAAP EPS guidance. We will achieve our growth goals through developing our businesses in ways that resonate with our guests and customers after short-term financial engineering. We engage in an ongoing dialogue with all of our shareholders concerning this approach and we know they expect nothing less.
With that, I thank you, and we are now ready to take your questions.
Question-and-Answer Session
[Operator Instructions] Your first question comes from the line of Michael Gallo from CL King.
Michael W. Gallo - CL King & Associates, Inc., Research Division
A couple of questions. Kettle sounds like it's coming along faster than expected. How much is left to go on the integration? What do you expect, kind of the annual synergies to be, or the annual accretion to be once it's fully integrated?
Paul F. DeSantis
Yes, we're working through that right now so I'll be able to give you a better sense for that next quarter. We're in the process of doubling the size of that plant at the moment. And so we're -- it currently has 2 lines, we're going to expand that to 4 lines. That process is underway. We're spending capital on it. So I think, as I said in my script, we had $0.02 of accretion in the quarter. We're very happy with that. I mean, we've driven a lot of volume through that plant and it's been very efficient for us.
Michael W. Gallo - CL King & Associates, Inc., Research Division
So it sounds like you think we should just see that accretion kind of grow as you get these lines up and fill up the volume?
Paul F. DeSantis
Yes. Now the lines won't be complete until later on next year. So we won't see the real effect of getting the additional lines in. And then we're only starting with 1 line of -- and then ultimately -- it will be the second line will come after that. So we'll go from 2 lines to 3 lines closer to mid-next year and then 4 lines will be probably a year out after that.
Michael W. Gallo - CL King & Associates, Inc., Research Division
Right. How long do you think it will take you to get the stranded cost removed related to Mimi's? I mean, we're sitting here, 6 months from now, you think you'll have removed the $5 million of costs or...
Paul F. DeSantis
Yes, I mean, as we said in the script, we're committed to getting it out, sort of by the end of next year. We're providing services to Mimi's and will continue to provide those services for a year. So we have to put it in place. But as you know, this is not a process that occurred overnight. And so we had some warning that this was coming. And so we've got kind of a whole host of projects, if you will, that are in the works, that we expect are going to help us. So everything from -- we implemented a hiring freeze, for example, at the beginning of May, and so we've really been pretty strict about adding headcount. And so we've subcontracted work out as a result of that and so if you think about what that means as we move forward. We're kicking off an ERP project, which will give us a foundation for really, really being able to drive efficiency through the organization through upgrades of our processes as well as much better information to make decisions. And then, like we've had in the past with our supply chain and our gear initiatives, we have a whole host of those in the works right now that we expect are going to help us offset it. And everywhere in the P&L we think is going to be affected. So for example, one of the benefits of paying off the high-cost private placement notes is interest expense savings. So we expect that. We've kicked off an initiative in our transportation group to save some money. We announced a project to save between $4 million and $5 million next year in the Foods business as we consolidate some of our ready-to-eat facilities. So we'll elaborate on those projects as we go forward but the expectation is that, over time, those are going to help us. And certainly one of the big things we're looking at is labor and what we can do to manage labor effectively. We've got -- we're installing a new labor management system in our restaurants right now. We expect that's really going to help us zero in on controlling labor costs in a productive and beneficial way. So all of that together is going to work to help offset the stranded cost.
Michael W. Gallo - CL King & Associates, Inc., Research Division
Right. And then can I ask you a question, just a bigger picture question here? Mimi's is now out of the way. There's not a lot of store growth within the Bob Evans system. You're going to have to remodel program done by the end of next year. You're going to have this plant consolidation done by the end of next year and you're going to have the Kettle Creations volume expansion done by the end of next year. Where do you think, when we start to look at 2015, we could see CapEx go from the $130 million to $150 million this year?
Paul F. DeSantis
Yes, that's a great question. So next year, CapEx is probably going to be even a little higher than the $130 million to $150 million as we bring a lot of those projects to a close. And then our expectation is, by 2015, we're going to substitute new restaurant development for refreshes. But 10 to 15 new restaurants isn't going to cost the same as 240 refreshes we intend on doing next year, nor do we anticipate doubling the size of Kettle, again, and our Sulphur Springs plant, which we're also in the process of doubling the size of. So CapEx you're going to find, in 2015, is going to fall back into the more historic levels of spending.
Michael W. Gallo - CL King & Associates, Inc., Research Division
That would be just -- I know it's bounced around, but I mean an $80 million number seem reasonable?
Paul F. DeSantis
I mean, if -- we'll give 2015 guidance when we get close to it but somewhere in that $80 million to $90 million range probably wouldn't be unreasonable.
Michael W. Gallo - CL King & Associates, Inc., Research Division
Right. Anyway, I'm just looking at -- your sort of post-Mimi's adjusted depreciation is that on the -- somewhere in the low 70s maybe?
Paul F. DeSantis
Well, I mean, over the next 2 years, because of the CapEx that we're spending, you're going to see depreciation. There'll be a trade off. So Mimi's had approximately $20 million worth of depreciation. That will come out but then you're going to see, between the spending this year and the spending next year, that's going to add to the depreciation for the Foods business and the Restaurant business. So those 2 businesses are going to see depreciation go up. And of course we have that contemplated in our guidance and everything else.
Michael W. Gallo - CL King & Associates, Inc., Research Division
Okay, and then just final question. How much of a drag still is the food supplier disruption in the fourth quarter? It sounded like there still could be $0.01 or $0.02, which I know is factored in your guidance. But just...
Paul F. DeSantis
Yes. We've got it built into our outlook but, because of the litigation that's involved, we're not going to really disclose anything more than that.
Michael W. Gallo - CL King & Associates, Inc., Research Division
Okay, but it's fair to say it's still a drag and at some point I suspect you think you'll be able to mitigate what that cost is?
Paul F. DeSantis
Yes, I mean, we're taking actions to do exactly that. So that's part of the beauty of owning that plant.
Your next question comes from the line of Will Slabaugh from Stephens.
Will Slabaugh - Stephens Inc., Research Division
I wondered if you can talk just us a little bit more about consumer trends in light of how strong you finished the quarter and then some of your quarter-to-date commentary as far as 4Q goes. I'm wondering if you've seen any sort of additional volatility week-to-week, maybe weekdays versus weekends or anything else that would give you maybe any additional concern as we start this year and then get through February?
Steven A. Davis
Yes, you can check the Knapp-Track and SalesTrack and all those types of things. But clearly, when there was a transformation of the whole tax structure and I think the kick-up of gas prices, I think that's why you saw a little bit of a hiccup. In terms of how we're handling it, we're just staying focused on value, both at the -- doing bundling with the 3-course dinners and the bundled breakfasts and then also having the $6 Farmhouse Deals for those who want lower prices and decent food. So we will continue to focus on driving not only our value layers but also, every time we do a Farm-Fresh Refresh, we're adding that bakery layer, we're putting in a larger carryout area, which allows us to drive sales and we're just starting to scratch the surface of the catering business. So we're seeing some great success stories coming out of the field, as the team starts to ramp that up. Catering is one of those things where you have to make an investment. You have to actually go out and seek out that business. But what our teams are finding, it's not unusual for them to get $1,500 to 2 $2,500 orders if they get the right accounts and those are things that can be reoccurring. So there's not much we can do about the economy as we always say with the teams, so just stay focused on our offense, which is driving the value layers, driving the sales layers, getting the catering up-and-going, getting -- trying to keep double-digit growth going on the carryout business. And our Soup-to-Go program has been a great sales driver for us as well. You get this almost quart-sized container for $5. We make many of the soups ourselves, so it's very profitable for us. So we're just going to keep on our offense to offset some of these headwinds. But we've got some good momentum with the overlap, also, on our Farm-Fresh Refresh restaurants. So even though we saw some hiccups, we're still encouraged on what we're able to control.
Will Slabaugh - Stephens Inc., Research Division
Got you. It makes sense. And then I want to ask you also, kind of flipping over to the margin side of things. As far as the margin structure goes, of the 2 businesses, over the long-term and then what those may look like on a combined basis? So maybe just sort of thinking about where Bob Evans is now, where it could go, where Bob Evans Food is now, where it could go. And then kind of how you're thinking about that on a combined basis?
Paul F. DeSantis
Sure. I mean those are our 2 businesses that are left. So those -- when you combine them, obviously, and we take out the Mimi's effect, you see a margin pop for that. I think longer-term, we have a number of initiatives that are driving margin improvement in both businesses. And so those margin initiatives, our expectation is to pay off. And so I'm sitting here, I just counted that we have 13 different initiatives going on right now that are designed to help us control that middle of the P&L. So when you combine that with top line leverage, I think you're going to see margin improvement on a relatively consistent basis and that's certainly our goal. So we have some cost headwinds coming at us, as we talked about or as I mentioned in the call earlier but that's one of the reasons we have a number of initiatives in place. And so long term my expectation would be that we would see margin improvement in both businesses, which will ultimately get us to overall margin improvement for the company.
Will Slabaugh - Stephens Inc., Research Division
Got you. And then just lastly, I want to ask you about the competitive environment. I'm wondering, obviously, it's a very price-point conscious environment right now at the restaurant level and then I wondered if you could kind of comment on that as well us -- or maybe compare and contrast that to the grocery segment?
Steven A. Davis
Oh, that's a good question. All consumers are price-sensitive and so it really boils down to how are you defining value. And we've chosen to look at value 2 different ways. This 3-course dinner, is -- it's almost going to be a $60 million layer for us when you start breaking out what the contribution has been. And remember, a year ago at this time, we didn't even have that program. What we're discovering is that you don't have to always have low prices. Giving people more food for their dollar value is the way we're going to play it. And we've gotten great response, whether we've done steak as the center point of the 3-course dinner. We just came off turkey. We sold more turkey dinners than we have ever had and that contributed to the great November. Obviously December was a little soft due to the snow but then we also transitioned then to our 450-calorie, 3-course dinner. We did that for the early part of January, which is when the diet-conscious nature of our consumers comes out. And then we've -- going right into the Lenten period, we've upped up our seafood offering. So part of that 3-course dinner includes seafood. But now we're back on steak because it is a great value and we've gotten great consumer response, so we just recently brought that back. So we're not just playing price, we're playing innovation within our bundled specials. And then with breakfast, we've got these wonderful bundled meals that we've had for years but we've been adding All You Can Eat Hotcakes, which is a very low-cost way to add value to our offerings. And so we'll just continue to promote those things. And in the end, doing some of the productivity work that we're doing allows us to keep our prices lower. We consciously try to take price increases lower than our competition, which will put us in a better position long-term with the guest. And as Paul outlined, a whole host of productivity initiatives will keep us from degrading our margins as we do some of these bundled offers.
Your next question comes from the line of Michael Halen from Sidoti.
Michael Halen - Sidoti & Company, LLC
So can you give us any more color on the performance of carryout, catering and bakery at the remodeled units, whether it be percentage of total sales or if you're seeing some sort of uptick in the rate of growth?
Paul F. DeSantis
Yes, that's exactly what we're seeing. There's a nice uptick in the rate of growth for all of that. Bakery and -- obviously, we're adding the bakery, so they don't even exist in the non-refreshed restaurants. And so, in terms of excitement from our point of view, we're on average about $500 in bakery sales a week per unit right now and our expectation is to grow that to $2,500. And then of course once we hit that, then we're up to $3,000 and beyond. So our expectation is that, that bakery layer has a lot of potential for us, both from enhancing the dine-in experience and, of course, the grab-and-go part of it. So we're just at the beginning of that right now and we're seeing a great guest reaction to that. So that's been helpful. As we've redesigned these restaurants, we've redesigned them to make carryout easier. So if you go into a Bob Evans restaurant, say, an older Bob Evans restaurant, in order to perform a decent job on carryout, some of our restaurants have actually blocked off parts of the dining room in order to stage carryout. And so, that's not an effective use of dining room space and it's not an efficient way to drive carryout. So as we put the -- as we do these refreshes, we're seeing carryout also being affected by that because we're able to execute it better, we're able to communicate it to the guests better because it's on the wall when they walk in. And so they can see us. So we're seeing that. But we're also seeing dine-in traffic improve as well because the asset looks a lot different and it looks a lot like more of what somebody's expectation would be for a Bob Evans dining experience. And so we're seeing growth in all the sales layers but we're really enhancing the growth of bakery and of carryout through the refresh.
Steven A. Davis
I think we're just scratching the surface with our Farm-Fresh Refreshes. When we're complete, we've got a team already working on what I mentioned in my script, the Farm-Fresh Refresh 2.0, which will place a greater emphasis on coffee and beverages. A statistic for you to think about: Our beverage incidence is 80% in a dine-in environment; in carryout it's less than 15%. Part of the issue is we don't have the right beverage set, we don't have the right beverage carrier and we don't have the right pricing that makes it attractive to our guests. So we've engaged in a partnership with our beverage supplier to really go after this and said, what if we just -- look, if you move that 10 points, that would be highly accretive in terms of the improvement in margins because drinks are the most profitable things that you sell in a restaurant. So that's an untapped opportunity. We talked about taking the bakery from $500 to $2,500. Again, I mean, basically, we're setting up a bakery case and then putting grab-and-go. So we haven't really put a lot of heavy advertising behind it. We're just now getting started with food innovation. We're starting to learn what sells and what doesn't sell. So there's some great opportunity there. And our bold goal on carryout is 20%. There are plenty of categories out there: Pizza, Chinese food, I mean, you name it. Some of the fast-casual operators have carryout in excess of 30%. So we know the business is out there and we also know that only 40% of dine-in occasions happen in the dining room. So there's plenty of upside growth for us in this whole carryout space and there's no reason why we can't continue to grow double digits. And as I mentioned earlier, someone had asked about catering, we're just getting started on that as well and our team is finding out that Bob Evans Food works very well in the catering environment and we can cater all 3-day parts, which is an advantage that a lot of our competitors don't have.
Michael Halen - Sidoti & Company, LLC
Great. Good stuff. And just one more question. Do you expect Mimi's to remain a food service customer of BEF past the next couple of quarters? And is there any sort of contract in place there?
Steven A. Davis
Yes, I'll let Paul talk in detail about the transition services agreement but with any transaction of this nature, there's a lot of things that have to be carried over. And we outsource -- we provide products for not only Mimi's Café but other food service providers. So obviously it's up to the new owner to decide that going long-term. But as you saw, our food service business is up 40%. So we'd like to keep the Mimi's business but we're also looking at other food service customers as well. Paul, is there anything you want to add on the TSA?
Paul F. DeSantis
No, I think that, that answers the questions Steve. We have a plant in California that provides a lot of support for Mimi's right now. And so, obviously, we want to make sure that Mimi's is happy with what we provide to them. They're our customer now.
Your next question comes from the line of Steve Anderson from Miller Tabak.
Stephen Anderson - Miller Tabak + Co., LLC, Research Division
A couple of quick modeling questions. With regards to the switch out of your private placement note, have you -- do you have any dollar numbers for the interest cost savings you've contemplated on a go-forward basis?
Paul F. DeSantis
Yes, I mean, we're -- if you assume we're sort of going to borrow in the 200 basis-point range, all in, it will depend on where LIBOR goes and the like. And we're kind of exchanging that for roughly $100 million worth of, let's say, 4% or 5% notes, all in. That would give you an effective interest expense savings.
Stephen Anderson - Miller Tabak + Co., LLC, Research Division
Okay. And with regard to tax rate, do you have any dollar numbers for the -- what you anticipate saving over the course -- from your baseline weight?
Paul F. DeSantis
Sure. I mean, the tax department assures that we will not have 160% tax rates every quarter going forward. So we should get back to a much more reasonable rate. I mean, the federal statutory rate is around 35%. Our goal is to try to beat that over time, as we have. And so we have a whole series of initiatives. So I'd be much closer to the 35% rate or even slightly under that going forward. And I think we gave guidance for the tax rate for the quarter, the non-GAAP tax rate because the GAAP tax rate, obviously, is very difficult. We used about 32% this year. I would expect it's going to tick up a bit next year as a result of higher profitability and changes in the underlying set of benefits that we get. But that should give you a general idea.
[Operator Instructions] At this time, there are no further questions. I will now turn it over to Mr. Steve Davis for closing comments.
Steven A. Davis
Thank you, again, for everybody for joining us today. If you have additional questions, please feel free to give us a call. As always, we welcome comments and feedback from all of our shareholders and we appreciate the dialogue as we strive to drive shareholder value, guest satisfaction and employee engagement. So if we don't hear from you in the meantime, we'll look forward to sharing our fourth quarter results with you in June. Thank you very much, and back to you, operator.
Thank you. That concludes today's conference call. You may now disconnect.
Copyright policy: All transcripts on this site are the copyright of Seeking Alpha. However, we view them as an important resource for bloggers and journalists, and are excited to contribute to the democratization of financial information on the Internet. (Until now investors have had to pay thousands of dollars in subscription fees for transcripts.) So our reproduction policy is as follows: You may quote up to 400 words of any transcript on the condition that you attribute the transcript to Seeking Alpha and either link to the original transcript or to www.SeekingAlpha.com. All other use is prohibited.
If you have any additional questions about our online transcripts, please contact us at: firstname.lastname@example.com. Thank you!


text:
Check in from 17h / Check out prior to 10h
Residence Le Hameau du Mottaret: Find photos, reviews, information, amenities and compare prices for 3 stars hotels in Meribel-Mottaret, France.
Residence Le Hameau du Mottaret provides a comfortable setting while in Meribel-Mottaret and is close to everything the area has to offer. It also features snow sports, a games room and a free shuttle service.
Hotel description
There are 228 apartments at Odalys Residence Le Hameau Du Mottaret Les Allues, each providing all the necessities to ensure a comfortable stay.
Those staying at Residence Le Hameau du Mottaret can relax at the in-house bar, suitably based for a drink.
The area surrounding Odalys Residence Le Hameau Du Mottaret Les Allues is famous for its nightlife, with a wide range of places to go for a drink or dance. It is also moments from The Three Valleys.
Hotel features
Elevator / Lift, Shops, Luggage Storage, Shops in Hotel
Games Available
Availability and Prices
Booking Site
Room Type
Per room
Per night
Per night
Users who viewed Residence Le Hameau du Mottaret also viewed these 3 stars Meribel-Mottaret hotels:
Hotel Les Arolles Les Allues
Route Du Laitelet, Meribel, Meribel-Mottaret
Route Du Laitelet, Meribel, Meribel-Mottaret
Pierre & Vacances Residence Les Sentiers Du Tueda Les Allues
Le Chatelet, Meribel-Mottaret
Le Chatelet, Meribel-Mottaret
Hotel Le Mottaret
Chemin Chardon Meribel, Meribel-Mottaret
Chemin Chardon Meribel, Meribel-Mottaret
Search hotels
based on


text:
Your slogan goes here
La Biokinergie
Les Enroulements tissulaires
Une séance de Biokinergie
Mon Parcours
Subscribe to this RSS feed
Things A Individual May In An Attempt To Lessen Their Potential For Having
In the event that you actually maybe have seen some irregularities inside your current heart rhythm recently, it might be you've already been told simply by a buddy or perhaps member of the family regarding persistent AF and would like to find out more about this very damaging issue. You've looked while using phrase,
afib and stroke
and finished up with so much knowledge that it's almost mind-boggling! Never end up being worried, nonetheless. Afib is especially able to be managed, plus can be altered using life-style choices, also. It's a true blessing to learn you might have this sort of ailment, because there are thousands that are unaware they are consequently affected. Consequently, just what might be this specific mystical ailment known as afib?
It is deemed an abnormality concerning the electric powered system which transmits a strong impulse into the heart, causing it to contract, or even beat. This really is, in simple terms, someone's life preserving heartbeat, that which triggers it that it is time to pump the actual blood in a patient's physique plus which sustains living. With no effective, useful, and also
heartbeat, somebody can't live. Abnormal heartbeats are actually called coronary heart arrhythmias, and one particular with the potential risks related to arrhythmias has been in a greater threat for coronary heart attack plus stroke. People are prone to greater danger of having heart arrhythmias the more mature they become, or perhaps if they have got a family group record associated with such. Moreover, various other probability elements include hypertension, possessing elevated cholesterol levels, tobacco, obesity, and dwelling beneath the tension associated with constant stress. Genes and also age are not anything an individual can influence, yet by reduction of stress, losing weight, stopping smoking and approaching high blood pressure and even cholesterol troubles may aid drastically to alleviate a person's probability.


text:
Use the tools below to refine your search by only displaying reviews with a certain number of star ratings or to only show reviews from a certain time period. Eg click on '1 star' to just display the reviews we have which received a 1 star rating click or 'Within the last month' to display just reviews posted over the last month.
Written on: 24/09/2004 by Lou (35 reviews written)
The Aquafresh Powerclean Whitening Rechargeable Toothbrush is around £13. Cleans my teeth ok but I find the on /off button is hard to use. Probably a bad design and you have to press it hard in the right spot.
Power level and the bristles are ok.
Recharging stand is quite small and neat and can be mounted horizontally and vertically.
Great for reaching right to the back of your teeth.
I would love to know if these electric toothbrushes brush your teeth as well as a normal toothbrush… Read Full Review
Written on: 18/12/2004
Surely if you had purchased this electric toothbrush, you would know if it was better than your current manual brush?
As rated by our community of reviewers
" Does not last " Read More
Written by HiggsBoson
" Less than two years old and the battery died. For a toothbrush that... " Read More
" The Aquafresh Powerclean Whitening Rechargeable Toothbrush is aroun... " Read More
Written by Lou
" Pefect for pearly whites " Read More
Written by LydiaRae
" Good Toothbrush " Read More
Written by Harry93Bruce


text:
Flipkart's Big Billion Days Sale is live, we will be keep posting all latest deals on our webpage. Keep visiting us for more such deals!
Dea; Overview :-
- MRP: Rs.499
- Deal: Rs.149
How to get the Offer :-
- Visit the product page from here
- Click on 'Buy now' Button
- Login / Register for a new Flipkart account.
- Add Shipping & billing details
- Select payment mode > Proceed to pay
- Pay the required amount securely.
- That's it! You own it!


text:
Check in from 14h / Check out prior to 12h
Liva: Find photos, reviews, information, amenities and compare prices for 3 stars hotels in Liepaja, Latvia.
Moments from Liepaja Holy Trinity Lutheran Cathedral, Liva is situated in Liepaja and offers comfortable accommodation. It is ideally located for guests wanting to sightsee in the area.
Hotel description
Those travelling for business can benefit from a variety of amenities on offer at the hotel, including a photocopier and meeting rooms. Welcoming and helpful staff are available 24-hours a day. Just a stone's throw from nearby bars and clubs, this 3-star hotel also allows guests to easily discover the local nightlife.
Hotel Liva offers 111 rooms, all of which are equipped with a shower, a hair dryer and a TV. Each provides its very own bathroom with a private bath or shower.
A buffet breakfast is prepared every morning at Liva Hotel Liepaja, and there are numerous cafés and eateries close by.
Liva is within walking distance of the Monument to the Sailors and Fishermen Perished in the Sea. It is within a 20-minute walk of Liepaja Station, which allows for convenient access in and around Liepaja.
Hotel features
Room Service, Air Conditioned, Hair Dryer, TV, Shower, En suite, Private Bathroom
Elevator / Lift, 24 Hour Reception, Dry Cleaning, Currency Exchange, Safe-Deposit Box, Meeting Rooms, Laundry service, Bicycle Rental, Shops, Photocopier, Luggage Storage, Self Laundry
Massage / Beauty Centre, Massage
Parking, Airport shuttle
Nightclubs, Private Toilet, Souvenirs/Gift Shop
Availability and Prices
Booking Site
Room Type
Per room
Per night
Per night
Users who viewed Liva also viewed these 3 stars Liepaja hotels:
Fontaine Hotel
Juras Str. 24, Liepaja
Juras Str. 24, Liepaja
O.Kalpaka 68/70, Liepaja
O.Kalpaka 68/70, Liepaja
22 Jūras iela, Liepaja
22 Jūras iela, Liepaja
Search hotels
based on