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Liquidity Services (NASDAQ:LQDT)
Q3 2013 Earnings Call
August 07, 2013 8:00 am ET
Julie Davis - Director of Corporate Communications
William P. Angrick - Co-Founder, Chairman, Chief Executive Officer, President and Chief Executive Officer of Dod Surplus Llc
James M. Rallo - Chief Financial Officer, Principal Accounting Officer and Treasurer
Colin A. Sebastian - Robert W. Baird & Co. Incorporated, Research Division
Jason S. Helfstein - Oppenheimer & Co. Inc., Research Division
Michael B. Purcell - Stifel, Nicolaus & Co., Inc., Research Division
Shawn C. Milne - Janney Montgomery Scott LLC, Research Division
Gary F. Prestopino - Barrington Research Associates, Inc., Research Division
Nathaniel H. Schindler - BofA Merrill Lynch, Research Division
Good day, ladies and gentlemen, and welcome to the Third Quarter 2013 Liquidity Services, Incorporated Conference Call. My name is Kathy, and I will be your operator for today. [Operator Instructions] As a reminder, this call is being recorded for replay purposes. I would now like to turn the call over to Julie Davis, Director of Investor Relations. Please proceed.
Julie Davis
Thank you, Kathy. Hello, and welcome to our Third Quarter Fiscal Year 2013 Financial Results Conference Call. Joining us today are Bill Angrick, our Chairman and Chief Executive Officer; and Jim Rallo, our Chief Financial Officer and Treasurer. We will be available for questions after our prepared remarks.
The following discussion or responses to your questions reflect management views as of today, August 7, 2013, and will include forward-looking statements. Actual results may differ materially. Additional information about factors that could potentially impact our financial results is included in today's press release and in our filings with the SEC, including our most recent annual report on Form 10-K.
As you listen to today's call, we encourage you to have our press release in front of you, which includes our financial results, as well as metrics and commentary on the quarter.
During this call, we will discuss certain non-GAAP financial measures. In our press release and our filings with the SEC, each of which is posted on our website, you will find additional disclosures regarding these non-GAAP measures, including reconciliations of these measures with comparable GAAP measures. We will also use certain supplemental operating data as a measure of certain components of operating performance, which we also believe is useful for management and investors. This supplemental operating data includes gross merchandise volume and should not be considered as substitute for or superior to GAAP results.
At this time, I'd like to turn the presentation over to our CEO, Bill Angrick.
William P. Angrick
Good morning. Thank you, Julie. Welcome to our Q3 earnings call. I'll begin the session by reviewing our Q3 financial performance and recent strategic investments. Next, I will turn it over to Jim for more details on the quarter and our outlook for fiscal '13.
During Q3, Liquidity Services reported results in line with our revised guidance range provided on July 16 while also funding major investments in support of our long-term growth strategy. Margins in our core business expanded sequentially over Q2 as a result of operating leverage and efficiencies gained from a more streamlined and focused organization. We exited Q3 with 0 debt, and we continue to generate strong cash flows with an annual return on invested capital in excess of 50%. We have continued to make good progress repositioning our GoIndustry marketplace to focus on the key global Fortune 1000 relationships that we expect will drive sustained profitable growth. Fundamentally, we are confident in our competitive position and our ability to achieve attractive organic growth over the next several years driven by our strong client service and continued investments in innovation.
Our recent organic growth rate does not reflect the full impact of the progress we are making with clients and prospects in the marketplace. A key investment initiative for us is enhancing our sales and marketing organization and expanding our global reach through our acquisition of GoIndustry to drive awareness of Liquidity Services as the trusted provider of choice in our industry. Our vertically focused sales teams are equipped with ever improving proprietary data, case studies and industry insights to engage clients in our target markets, including biopharma, consumer package goods, energy, industrial, retail supply chain and transportation. Moreover, the expansion of our service capabilities and sales force automation tools continue to enhance our cross selling of services to global Fortune 1000 accounts. Together, these investments will drive future growth with existing and new clients.
Our recent wins in the marketplace across multiple industry verticals demonstrate that our global presence, buyer marketplace and value-added services provide a winning formula for existing and new clients. Let me share just a few recent examples. We recently signed a new contract with one of the world's largest consumer packaged goods companies. Our first assignment for this U.S.-headquartered client was $1 million-plus sale of surplus capital equipment for 1 of their divisions in the U.K. Our online auction event attracted bidders from 24 countries, demonstrating our global reach while delivering better-than-expected results for the client who plans to expand our relationship in multiple locations around the globe.
We recently signed a multi-year global agreement with Danone, covering valuation, asset sales and deployment of our AssetZone management tool. Headquartered in Paris, Danone is the global market leader for fresh dairy products and bottled water and is the #2 player in the baby foods market. Initially, we will focus on projects in France and Russia, and we'll expand globally thereafter.
We recently signed a 5-year global agreement with a leading Dutch-based multinational life sciences company to provide asset management and investment recovery services. This new client operates 150 plants throughout North America, Europe, the Middle East, Africa and the Asia-Pacific region.
We have recently signed a 3-year master services agreement with 1 of the world's largest asset-based lenders to provide valuation services throughout Europe and the Middle East. Over the last 12 months, we've worked with this client in the U.K., Germany, Spain, Netherlands and Abu Dhabi.
We were recently awarded a contract by one of the world's largest state-owned oil and gas corporations to provide investment recovery services for all of its subsidiaries globally. We recently signed a contract with 1 of Australia's leading upstream oil and gas companies to sell surplus oil and gas production equipment located in 7 different countries around the world. We recently signed a contract with one of the leading multi-channel retailers in the U.S. to serve their consumer electronics division. Based on the progress, we recently expanded the relationship into their home improvement division. We recently signed a contract with the leading media and technology company to manage the sale of their excess consumer electronics devices in a manner that will protect their brand in the secondary marketplace.
In each of these examples, clients embraced Liquidity Services as a strategic global partner due to our technology-driven marketplaces and services, our global buyer reach, our valuation data and industry domain expertise. In all cases, Liquidity Services was selected following a comprehensive review of other local and international service providers by the client. In short, we competed in every corner of the globe across every major industry vertical, and we're chosen as best in class. By focusing on value-creating investments measured over a multi-year horizon, we expect to deliver outstanding results to our clients, grow our market share and increase shareholder value.
In summary, we made significant progress advancing our long-term growth plan during Q3. Our integrity, customer focus and investment in innovation have enabled us to continue to expand our roster of blue-chip clients. We now serve clients across the Americas, Europe and Asia and have created the most talent and capacity we've ever had to pursue key organic and M&A growth opportunities that build on our leadership position.
I will now turn it over to Jim for a more detailed review of our financial results and our outlook for fiscal year 2013.
James M. Rallo
Thanks, Bill. While we are not satisfied with our recent performance and our organic growth, we are making significant progress towards achieving our long-term growth goals. One, we continued to improve the quality and effectiveness of the sales organization, as well as the range of services we provide, resulting in new client wins and new programs with existing clients, many of which are global in nature due to the addition of capabilities from the GoIndustry acquisition. While many of these programs have not ramped up as fast as we originally expected, the relationships that we are developing with these clients will drive strong results for shareholders over the long term.
The integration of the GoIndustry acquisition is proceeding as we discussed in our last quarterly earnings call. Our Asia operations have been restructured by closing offices and exiting some markets while maintaining our core client servicing and capabilities to continue to serve our Fortune 1000 client base in that region. U.S. operations had been rationalized by closing smaller satellite offices and removing nonessential staff, while we continue to serve our core clients. Our European operations are being reorganized to more effectively serve our client base, including consolidating smaller country offices while maintaining our ability to serve our clients across the entire European market. These actions have moved GoIndustry to almost breakeven and thus, align the operations to be profitable in fiscal year 2014. Three, our integration of the NESA acquisition continues to proceed on plan. We have leveraged the knowledge base and skill sets in consumer electronics refurbishing from the NESA team throughout the Liquidity Services network, allowing us to add additional services for our existing clients and giving us the ability to add new clients and programs that we previously would not have been considered for.
We continue to drive operating efficiency throughout the business as demonstrated by our increasing margins throughout the fiscal year to date. Adjusted earnings before interest, taxes, depreciation and amortization or adjusted EBITDA margin as a percentage of GMV was 11.5% for the third quarter compared to 10.4% in the first and 11.3% in the second quarter.
Next, outcome in our third quarter results. Total GMV increased to $230.3 million, up 2.1%. GMV in our GovDeals or state local government marketplace increased to a record $45.5 million or 20.3%, as we continue to add new clients, bring total clients to over 5,700 out of a potential 88,000 in a highly fragmented state and local government market. GMV in our commercial marketplace has decreased $132.7 million or 0.7%, principally as a result of the decrease in our retail supply chain marketplace primarily around the consumer electronics vertical. However, we have observed strengthening trends in this vertical during the current quarter.
GMV in our DoD surplus marketplace decreased to $33.9 million or 1.7% as a result of decreasing property flow from the DoD. GMV in our scrap marketplace decreased to $18.2 million or 8.1% as a result of decreasing property flow from the DoD and a decrease in commodity prices. As sales of the DoD scrap have become less material, fluctuations in commodity prices are not materially affecting our financial performance.
Total revenue increased to $124.2 million or 2.4%, primarily due to the factors affecting GMV as previously discussed. Technology and operations expenses increased to 37.1% to $21.8 million. As a percentage of revenue, technology and operations expenses increased to 17.6% from 13.1%. These increases are primarily due to, one, expenses of $4.2 million from the acquisitions of GoIndustry and NESA; and two, expenses of $1.7 million in staff and temporary wages, including stock-based compensation and consultant fees associated with technology infrastructure projects.
Sales and marketing expenses increased 37.5% to $10.1 million. As a percentage of revenue, sales and marketing expenses increased to 8.2% from 6.1%. These increases are primarily due to expenses of $2.5 million for the acquisition of GoIndustry and NESA.
General administrative expenses increased 16.9% to $10.1 million. As a percentage of revenue, general administrative expenses increased to 8.1% from 7.1%. These increases are primarily due to, one, expenses of $1.9 million for the acquisitions of GoIndustry and NESA; and two, expenses of $400,000 in additional overhead costs, offset in part by an $800,000 decrease in staff wages primarily related to performance-based compensation.
Adjusted EBITDA of $26.4 million decreased 20.9%, primarily due to the decreases in GMV from our retail supply marketplace and DoD marketplace as previously discussed. Adjusted net income of $14.3 million decreased 23.8%. Adjusted diluted earnings per share decreased 21.4% to $0.44 based on approximately 32.5 million diluted weighted average shares outstanding.
Operating cash flow as stated on our cash flow statement increased to $6.4 million or 812.9%, as the third quarter of last year was negatively affected by a $10 million reduction in accounts payable. We continue to have a strong debt-free balance sheet at June 30, 2013, with a cash balance of $63.3 million, current assets of $137.3 million and total assets of $395.8 million with $64 million in working capital. Capital expenditures during the quarter were $1.4 million. We expect capital expenditures to be $6 million to $7 million for fiscal year 2013.
Management is providing the following guidance for the next quarter and fiscal year 2013. We expect GMV for fiscal year 2013 to range from $925 million to $950 million, which is a decrease from our previous guidance range of $1.025 billion to $1.1 billion. We expect GMV for the fiscal fourth quarter of 2013 to range from $200 million to $225 million. We expect adjusted EBITDA fiscal year 2013 to range from $104 million to $106 million, which is a decrease from our previous guidance range of $115 million to $121 million. We expect adjusted EBITDA for the fiscal fourth quarter of 2013 to range from $24 million to $26 million. We estimate adjusted earnings per diluted share for fiscal year '13 to range from $1.72 to $1.76, which is a decrease from our previous guidance range of $1.90 to $2.02.
For the fiscal fourth quarter of 2013, we estimate adjusted earnings per diluted share to range from $0.39 to $0.43. This guidance assumes that we have an average fully diluted number of shares outstanding for the year of 32.7 million, and it will not repurchase shares with the approximately $18.1 million yet to be expended under the share repurchase program.
Our guidance adjusts EBITDA and diluted EPS for, one, acquisition costs, including transaction costs and changes in earn out estimates; two, amortization of contract intangible assets of $33.3 million from our acquisition of the Jacobs Trading; and three, for stock-based compensation costs, which we estimate to be approximately $3 million to $3.5 million for the fourth quarter fiscal year 2013. These stock-based competition costs are consistent with fiscal year 2012.
Bill and I will now answer questions.
Question-and-Answer Session
[Operator Instructions] Your first question comes from the line of Colin Sebastian of Robert Baird.
Colin A. Sebastian - Robert W. Baird & Co. Incorporated, Research Division
Bill, starting off, maybe just a basic question, which is whether the retail vertical, how much of a focus that is specifically for the company or is the sweet spot of the platform really more in line with the capital asset and public sector opportunities where the speed of transactions perhaps isn't the top priority? And then, Jim, back in May, I think you guys were -- the implied guidance for Q4 in GMV was somewhere close to $300 million, which is backing now in Q3. So now we're $80 million to $90 million below that level. Can you break out how much of that shortfall is specifically related to GoIndustry, the retail weakness and other variables?
William P. Angrick
The evolution of our business, Colin, has initially started from a U.S.-centric, retail-focused client base. And as we become more familiar with our clients' supply chain needs, the service requirements and their global footprint, the natural extension for us was to serve manufacturers who supply the retail client base and to get in between the retailer and the manufacturer as a trusted intermediary to provide the technology platform, the valuation and market data, the services pre- and post-sale services to integrate the process, remove the friction from selling assets and over time, to handle the full breadth and condition of assets. So we have been, in many cases, introduced to manufacturers by our initial retail clients. Serving the needs of these retail and manufacturing clients jointly removes redundant handling, non-valued activity, allows us to improve margins for both sides of that value chain if you will. Our work with manufacturers opened up in sites that there lots of additional categories to serve in the U.S., as well as outside the U.S., and we began to build deeper relationships with manufacturers and expand our buyer reach and service offering, both organically and through acquisitions. And today, as evidenced by competitively bid contract awards, we are best in class, and we are best in class in major industry verticals that need our services. And I listed several of them during the remarks. So we're very committed to the entire retail supply chain, including online multi-channel and traditional offline retailers, the manufacturers who supply them globally, as well as industry categories where there's a lot of capital intensity, and therefore, a high rate of use and disposition of rolling stock, plant machinery, a material handling equipment, IT equipment and the like. And what's unique for us is that we support that growth with one technology platform, one set of services, uniform process globally, and clients are responding well to that.
James M. Rallo
Colin, let me take the second part of the question, which was the change in guidance for the fourth quarter. Really, it's driven by 2 factors. One is the retail supply chain, which I discussed in detail in my earlier comments. We also discussed that in detail in our pre-announcement call. But we are assuming that we will not see any substantial improvement in the fourth quarter over the third quarter results, which, obviously, as we talked about earlier were below expectations. I will tell you that we are seeing a change in the consumer electronics trend in the retail supply chain. And I think things may be turning, but I'm just, at this point, not willing to put that into the forecast. The GSS data will be out either later today or early tomorrow. That data will show that there was a pickup in the retail business, particularly the consumer electronics side. But again, I'm not going to anticipate that occurring for the rest of the quarter. The second piece is GoIndustry where, first off, there's a significant exposure to the European market. Bill indicated in his comments a lot of recent wins globally, and this is just a slow quarter for particularly non-U.S., the non-U.S. segment primarily just due to holidays. So I am anticipating again a similar range of GMV in the GoIndustry side of our business. And then just traditionally, it is a slow quarter for DoD, not that there should be a dramatic change there, but the group that we work with there does take vacation, particularly during late July and August. So the primarily -- the primary difference is going to be not expecting any real changes this quarter in retail and the GoIndustry side of our business.
The next question comes from the line of Jason Helfstein, Oppenheimer.
Jason S. Helfstein - Oppenheimer & Co. Inc., Research Division
[Audio Gap] have dealt with historically and that lead time takes longer. Can you just talk about the size of like the average client wins? When you do win a piece of business, how would that compare relative to in your average size piece of business that you may have won 2 or 3 years ago? And then to the extent that, that business is probably much more sticky because it's really about integration into their supply chain for these bigger customers. Secondly, can you just talk about on the surplus side? I would imagine in both the third quarter and the fourth quarter, we're seeing some impact of sequestration on those numbers. Is it reasonable to assume that, that slowdown or the impact of sequestration and furloughs has an impact through the middle of next year?
William P. Angrick
Let me address the strategy. Those that have followed the development of Liquidity Services for any period of time have heard our goal is to provide the most-trusted comprehensive marketplace to serve the needs of the largest organizations in the world who retail and distribute finished goods and who have property, plant and equipment that is always becoming surplus to their needs in entering the sale marketplace. Over our evolution, we have continued to evolve and move up the buy-sell hierarchy, if you will, from simply a marketplace where one can list goods. We have clients today that self manage their listings on our marketplace and leverage our buyer base. But as you work with blue-chip Fortune 1000 companies, they're looking for global, multi-year strategic relationships. And in the contracts that we negotiate and sign, you're looking at very comprehensive scope of work that are managing a full range of assets, that handle their needs across many regions, that are exclusive for the assets we manage and sell, that require further integration with our clients to support their tracking and sale of assets, that provide significant transparency around the reporting of their activities that are often bundling and leveraging the valuation data that we have created over 14 years of transacting in these marketplaces. So we're talking about global, multi-year relationships that are exclusive. There is a longer lead time in that process. Examples of some of the items I listed in the call today, you might be negotiating that agreement for 5 or 6 months just the agreement. But on the other side of that, you have a much stronger incumbent relationship, a much deeper integration with the client and truly are impacting their own strategic plan and allowing them to have greater success in executing on their growth strategy. And that's where we have a very valuable role in the supply chain, as well as helping to influence the way the industry moves in embracing our business model for managing reverse supply chain needs, so longer lead times, longer sales cycles, but deeper integration with our clients and over time, reinforces our leadership position.
Jason S. Helfstein - Oppenheimer & Co. Inc., Research Division
On the surplus...
James M. Rallo
Jason, I'll take the -- yes, I'll take the sequestration question on surplus. So that certainly is affecting some operations with the Department of Defense. It's mostly on the administrative side of it, Jason, so it's not affecting property flows for the most part, as the military personnel themselves are not subject to that, so certainly, again, on the administrative side. So we're not -- we haven't really seen a large effect on property flows as it relates specifically to sequestration.
Jason S. Helfstein - Oppenheimer & Co. Inc., Research Division
I mean could -- can you then talk about what's driving the slowdown then in that business because we've clearly seen a slowdown the back half of the year? Or is it just comps?
James M. Rallo
Well, I mean, it's just the ebbs and flows of the Department of Defense. We've been working with that client for over a decade. Some quarters, it's up some. Some quarters, it's down some. Scrap, obviously, has more volatility because not only are you subject to the property flows from the Department of Defense, but you're also subject to commodity pricing, which has changed a little bit this year. I would say it's not down materially from last year. Again, as a reminder for folks, 60% to 70% of what we sell in the scrap piece of the Department of Defense is aluminum and steel. And so those have been fairly consistent this year, albeit down some.
Your next question comes from Michael Purcell of Stifel.
Michael B. Purcell - Stifel, Nicolaus & Co., Inc., Research Division
Bill, you sound excited especially about there's a lot more talk about the international opportunity for the company. A few quarters ago, it was much more U.S.-based companies. So a couple of questions for you to that end. I'm wondering with the slowdown, is the U.S. market changing that you feel that more of the growth will come from the company outside internationally. And to that end, we put together or you guys have presented a TAM in retail of, call it, $50 billion, and I don't recall if that was U.S. or domestic, but $50 billion for retail, about $100 billion for capital assets. So I'm wondering if there's a change in the flow of supply in the U.S., if you need to go internationally for that and if this going to kind of be the new face of the company of expanding international. If you could just kind of go through that, I appreciate it.
William P. Angrick
Sure. Well, as an Internet-enabled marketplace, we've always been international with respect to our buyer side. I would say in terms of focus and investment, it has not been a priority up until the last 12 months. What we've recognized is that our marketplace is extensible to the needs of clients outside the United States. In fact, many of our top U.S. clients headquartered here have significant operations outside the U.S. And any major Fortune 500 company, if you look at the revenue stream, 50% or more of their activity's outside the United States. So globalization is just the way the world is going, and to be relevant and responsive to the needs of large organizations, you must have an international strategy. So that's how we think about serving the needs of our clients and expanding the investments that we've made outside the United States. And we have talked about the rationale for acquiring GoIndustry, a business that has a long track rate of success serving many U.S.-headquartered blue-chip companies around the world. And so we made the decision to acquire those capabilities to expand in places like Europe, Middle East, Asia Pacific to stand up this marketplace and grow with our existing clients. With regard to the U.S. marketplace and the TAM, clearly, the U.S. has gone through big economic downturn and continued sort of rebuild since 2009. There is a frugality in the consumer marketplace that retailers are very sensitive to, so there's a lot of value price and promotion strategies. I think in the last 3 to 6 months, we've seen some secular change in the way some legacy or product categories and consumer electronics have been impacted. There are lots of significant restructuring efforts going on in the consumer electronics industry with some of the leading revered companies going through change. And undoubtedly, that has affected the volume and pricing of goods in our marketplace. Having said that, we have always been well positioned to benefit from product innovation in the U.S. We are seeing our fragmented market consolidate over time. We are a consolidator of choice. We believe we'll help lead the industry to continue to consolidate and provide national and international scale access to the services required to help manage the logistics, inbound, outbound logistics, the valuation data and reporting needs for our clients, and that requires investment. So that does require scale. So our international strategy is really not about the U.S. being less attractive. It's really about going where our clients are today and being a comprehensive service provider.
The next question comes from the line of Shawn Milne, Janney Capital Markets.
Shawn C. Milne - Janney Montgomery Scott LLC, Research Division
Bill, I wondered if you could talk a little bit about some of the changes in the sales force, you talked about automation tools and where are we in that process and in terms of taking sales leads and funneling them down and then making sure there's sort of appropriate filtering of that into your sort of financial outlook and how the progress is working there. And then -- and secondly, I just kind of want to go back. I know it's been asked like 2 times already. But really, to the U.S. retail business, I think Colin was asking about what the implied change was in Q4. It looks like, Jim, it looks like -- has there been a big loss of a customer? Has Wal-Mart been impaired? Any more color there? Because that business looks like it's under just more pressure than would be suggested by the consumer electronics comment. Certainly, there's been changes out there in the sector, but the longer-term view of that business was significant fragmentation. Many -- 10,000 local jobbers that you should have been able to win business from that just doesn't seem to be happening
William P. Angrick
The first question on changes to our sales and marketing organization, a couple of observations: One, our scope of selling has greatly increased. We sell in multiple regions versus previously focused principally on the U.S. with some Canadian sales activities. We sell a wider range of services, not only the disposition of assets on a marketplace but valuation services. We provide an integrated web-based application called AssetZone to help clients track and manage their assets. We sell scrap disposition services to corporate clients. We help clients manage all of the aspects of closing facilities and moving that equipment to our online marketplace. All of those services have required us to trade and educate the sales organization. To be able to cross sell and upsell services, we have trained and educated our sales organization how to collaborate across these regions to work in unison as opposed to individual siloed sales teams. And we have just radically improved the flow of information using technology-based sales automation tools that allow us to track every lead that comes in with an existing client or a new prospect in a fashion that time weighted way will see itself through each step in the sales process, so improved transparency across the sales organization of what leads are coming in with existing clients and new clients, the ability to prioritize our time and energy based on the quality and size of the opportunity, and have a lot of industry knowledge, asset intelligence and client case studies worked on by vertical. And we've organized our teams by the industry verticals where we see the biggest opportunities. That is what has allowed us to compete for and win and actually, be invited in, in the absence of competition, in some cases, to serve clients and all of the regions we operate. And so that is the formula for success. We have not observed any other service provider or e-commerce marketplace that has this range of capabilities. Our clients feel they are getting significant enhancement in the value, both in terms of financial recovery but managing their compliance needs, protecting their brand in the secondary marketplace, ability to support their sustainability goals, which are often identified at the board level and handed down to the executive team and the supply chain and operations team. That makes us a strategic partner for our clients, a position that everyone wants, and it's hard to attain. So Shawn, we feel that, that is an important foundational aspect of building the business over the next several years, and we've made terrific progress in fiscal '13. Although it's required a lot of investment and integration, it is a prerequisite for growing and scaling the business over the next several years.
James M. Rallo
Yes, Shawn, if I could piggyback on Bill's comments for the second part of your question on the retail supply chain, you specifically mentioned Wal-Mart. I mean, Wal-Mart, obviously, is a very important client for us. We do deal a lot of business with them, and of course, our business with them is down year-over-year significantly around the consumer-electronics vertical. Wal-Mart is one of the largest seller of consumer electronics in the world, and we've seen, again, a significant softening in that market for us, particularly in the secondary market. So we haven't -- we're not losing clients. We are, again, as I made in my initial comment, seeing a turn in the consumer electronics sector a little bit. But I'm not ready to drop the flag and say things are better. So I have anticipated, really, a similar level of sales in that vertical that we did last quarter in the fourth quarter. As far as the rest of the business goes, I mean, the rest of the business is, frankly, going fairly well when you look at the different verticals. I think as we talked about it on our last call, we do have about 35% exposure to the consumer electronic vertical in our retail business. But when you look at clothing apparel, for example, that business continues to do well. We would expect uptick through the NESA vertical as back to school takes into effect, really, in the months of September and October. And there's been no change. So when you look at the TAM or when you look at how we're performing competitively, frankly, we are getting a lot more wins. As Bill indicated, those are both on the retail and the capital asset side of our business, but the pace of which those wins are coming into our the property flows or into our warehouses, it's just not as we originally expected. So I do understand that the guidance for the fourth quarter is down over what we had previously talked about on our third quarter -- sorry, on our second quarter earnings call. But again, I think I'm anticipating similar levels in the retail business in the last quarter.
The next question comes from Gary Prestopino of Barrington Research.
Gary F. Prestopino - Barrington Research Associates, Inc., Research Division
Most of my questions have been answered. But in terms of the newer contracts that have come on that you've cited, I believe you said there were delays in some of these contracts, property flows. Is there any assumptions in Q4 for these contracts adding any GMV?
William P. Angrick
We have -- for clients that not only have signed contracts but advanced to operational rollout where assets have been manifested and uploaded into our marketplace, we factor that into our forecast. And we use what is visible at the time we provide guidance to present those figures. It would not include the follow-on opportunities as you further penetrate the client or take on the next set of projects. And I would also say that with many of these clients we're typically starting with more limited scope of work and then expanding from there. That's been the evolution of most of our relationships over time. But what I think we've observed is that we have been much more bold in the nature of the relationships we're seeking and the scope of the contracts we're signing. So these are not small pilots in one location. These are global, multi-year, exclusive relationships to really become an extension of their strategy to execute in the reverse supply chain and in many cases, to bundle services to give them the data, the technology tools, and then ultimately, the marketplace to leverage. That's what's different about our company today versus just a few years ago, and that's what's ultimately the pillar of growth for us as we move to the next phase of our development.
Gary F. Prestopino - Barrington Research Associates, Inc., Research Division
Okay. Could you -- is there anything that you can do on your end to possibly speed up implementation of these contracts to get the product flows coming through? I know there's been some delays, but is there anything you guys can do?
William P. Angrick
Well, certainly, what we do is execute when we're given the opportunity to sell equipment and material and inventory and meet or exceed expectations, provide great service and follow through. We're not going to truncate the sales cycle of a general council to approve a master global services agreement. We're not going to truncate the legal and regulatory and maybe even labor law issues that come into play in international markets when a plant is closing. What we are able to do is have the most-talented, well-trained sales organization that is highly productive, working collaboratively around the world to fill up our pipeline and continue to grow the pipeline. And ultimately, that's what we're focused on in terms of investment, and that will impact and improve our growth rate over time. And as I said, we've been doing this for 14 years. We've had periods of integration and consolidation and then stair-step growth. And fiscal '13 has been one of those years, but we have made significant progress with the execution of our sales and marketing organization, and it continues to be an area of investment for us. And that's ultimately, Gary, what we can do to improve our growth rate.
Gary F. Prestopino - Barrington Research Associates, Inc., Research Division
Okay. I guess, the last question I would have is that you're seeing a somewhat of a secular change on the retail side in consumer electronics. Who knows when that is going to actually end or if it ever does end, but as you're putting on new business, contracts that you've signed, you think property flow's eventually coming through. Is this something you feel comfortable with that you can overcome over the next -- in the next fiscal year? Or is that still going to be a significant drag on the GMV growth?
William P. Angrick
Look, I think the reality is we've had -- if you look over the last 2, 2.5 years, we had substantial growth, and this was a difficult period of year-over-year comparisons with a lot of the progress are made 1 year ago. And we should continue to grow in the consumer electronics and technology sectors. The product life cycle issues do require a marketplace to get in front of those curves, and the pace of adding new programs is likely to improve over time. It was -- it has been muted over the last 4 to 6 months, and that is what has reduced the growth rate year-over-year. But we've had significant progress and success. Some of the clients that we've talked about today are in the consumer electronics vertical. So we have a very attractive value proposition in that vertical. Most of our clients have IT equipment either operating assets inside their companies that need to be disposed of or retailers that are dealing with returned inventory, seasonal inventory in the consumer electronics vertical. So it will continue to have a strong presence and a role. And yes, we believe that it is a growth sector for us.
[Operator Instructions] Your next question comes from the line of Nat Schindler of Bank of America.
Nathaniel H. Schindler - BofA Merrill Lynch, Research Division
Looking at this quarter organically and next quarter midpoint of guidance, it's somewhere like down 12% year-over-year. It's hard to reconcile that just with the consumer electronics slowdown. Has there been any change with your large retail clients, such as Costco, Wal-Mart, in number of stores you serve? And additionally, if there hasn't been a real change there on the downside, why aren't you increasing on the upside and overwhelming any fall down in consumer electronics or any other vertical simply because you have increasing value? Every dollar you spend in CapEx is increasing value in fulfillment centers. Every increase in the number of registered bidders you have, which looks solid this quarter is an increase in the vibrancy of your marketplace. So why wouldn't it be growing actually the number of stores you're covering at -- and overwhelm that?
William P. Angrick
So if you refer back to the last call, I think one of the areas that you're seeing is existing mature clients where we have 100% of their business in the U.S. and by the way, which really provide us the data that we use to forecast for own business have declined year-over-year. And it's a high-class problem when you have significant fully penetrated client relationships. But if they're having a year-over-year decline, you aren't going to have any control over that. What we can control and what has been a year-over-year point of investment and focus is continuing to expand our sales and marketing organization and influence the rate at which we roll out new program, sign new programs and then together with our client, get operational rollout out of those programs. That has slowed. And that has been the leading culprit in terms of not being able to grow through a decline in year-over-year results from existing mature programs and clients.
Nathaniel H. Schindler - BofA Merrill Lynch, Research Division
Can you help me on why it would slow with the existing large client penetration? Why would you grow from 3 stores to 100 at Costco in a short period of time and then kind of pause?
William P. Angrick
So Nat, I -- we'd be delighted to spend some more time with you to walk through the sales cycle with case study examples. So Julie and Jim and I would be available to do that.
I would now like to turn the call over to Julie Davis for closing remarks.
Julie Davis
Thank you. That concludes our call for today. We appreciate your participation, and Jim and I will be available for questions. Thank you.
Thank you for your participation in today's conference. This concludes the presentation. You may now disconnect.
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text:
Comment on
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|Need Help??
Bignum will probably do what you want with minimum fuss.
You will probably want to read up on bignum for options on how to control accuracy and precision (more info in the related Math::BigInt). These libraries support arbitrary precision, within the limits of available memory, that is.
In reply to Re: convert output from exponentional notation to normal
by rjt

subset: commoncrawl


text:
After Filing your Return
If you e-file you will generally receive an acknowledgment that the IRS has received your return within 48 hours, either by email or within the tax-filing program you used. Seventy-two hours after the IRS has acknowledged your return you can track it on the IRS' "Where's my refund?" page. Information about the progress of your return will be available on the site. Bear in mind that you can only track returns for the current tax-filing year. Information on returns of previous years and amended returns filed with IRS form 1040X cannot be tracked on the site.
Processing Returns
The IRS does not guarantee when you will receive your refund check or when your refund will be deposited into your bank account. However, you can generally receive an estimated time period when you expect to get your refund from the site mentioned above. If you e-filed, you can also check within your tax-filing program, which should have a table of estimated refund receipt times based on when you filed. See a link in Resources for the current e-file refund cycle.
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Activity Sponsored by the St. John Paul II Council #12613
Lenten Mission at St. John Paul II Parish 7:00 PM
On Monday, March 27, Tuesday, March 28 and Wednesday March 29. St. John Paul II Parish will be having their Lenten Mission at St. Leo's Church, 699 Central Ave., Pawtucket at 7:00 PM
"Received and Given"
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Our identity as children of a loving Father is crucial to understanding our identity as His children who try to live in accord with the family name, which is mercy. God wants each of us to bear the family resemblance....how can this Lenten Season help us do that better?


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The European Personnel Selection Office (EPSO) recently asked ICF Mostra to produce a corporate video aimed at strengthening its brand as an employer.
Their aim is to attract high quality job candidates to come and work for the European institutions and agencies. Already considered one of the top employers across Europe, according to the 'Times Top 100 Employers 2012' list, EPSO is in fierce competition to attract the best candidates from all over Europe.
In response, ICF Mostra produced a one and half minute video clip in line with EPSO's new branding strategy that has a young, modern and dynamic feel to it. Instead of using actors, real EU employees were featured in the filming. Aimed at university graduates between 20 and 35 years old, the clip promotes the message that the EU is a great place to work while expressing a sense of challenge and inspiration. It conveys the sentiment that they can help make a difference by working for Europe.
The video clip is being disseminated via EU careers websites and other EPSO channels with plans to disseminate it further via other online media.
All our videos are available on MostraTube


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News : LanguageLine Solutions Opens El Paso Call Center with 100 Jobs
July 16, 2014 -- El Paso's latest new company is taking full advantage of El Paso's large bilingual population.
LanguageLine Solutions, a California company which provides language translation and interpretation services to companies and government agencies, celebrated the grand opening of its 100-person call center at 150 S. Alto Mesa in West El Paso on Wednesday.
The center began operating late last month.
"Over time, we'll have hundreds of people" working as language interpreters at the 40,000 square-foot center, reported Scott Klein, company chief executive officer. He declined to give a time line for job growth, which, he said, will be based on customer demand.
Document translations, another of the company's services, is not being done here, he said. It also sells translation services to consumers via a smart-phone app.
LanguageLine selected El Paso for its fifth call center in the United States because of its large population of people who can speak Spanish and English, Klein said. It also has six centers in Latin America.
"Spanish is a big part of our business. It's what first attracted us" to look at this area, he said. The company also found El Pasoans who can speak other languages, he said.
About 4,500 of the company's 6,000 translators worldwide work from their homes, Klein said. The El Paso facility is not a typical call center, Klein said. That's one reason the company calls it a Linguistic Innovation Center.
The company employs a "highly skilled workforce dealing with sensitive, life-changing situations," from complex financial transactions to life-and-death emergency calls, Klein said.
Cary Westin, director of the city's Economic and International Development Department, said he doesn't classify the LanguageLine facility as a call center because it's doing training and services that are more diverse than a typical call center.
"What I really like, is it takes advantage of the skill sets we have with our bilingual workforce," Westin said.
That's one reason the city provided the company data in hopes it would pick El Paso, he said. Klein said the company looked at about 12 cities during a year-long selection process.
Gustavo Cabral, 45, began working as a Spanish translator at the El Paso LanguageLine center last month.
He previously worked at another El Paso call center that provides technical support to companies' customers.
"It's a lot better than a (traditional) call center," Cabral said. The job has less stress because "you are not dealing with upset customers," he said.
LanguageLine is not currently hiring people for its El Paso facility, but it continues to accept applications for future openings, company officials said.
Posted by Veronica Silva Cusi, news correspondent
Source: http://www.elpasotimes.com
Related Editorial
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- LanguageLine's InSight Video Interpreting Now Includes Immediate Client Feedback
- Teleperformance Buys LanguageLine for Global CX Management
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- HMRC Brings Call Centre Jobs Back to Pre-cut Levels as Wait Time Drops
- Barclaycard Expands Hamilton Operations, Adds Hundreds of Jobs
More Editorial From LanguageLine Solutions
About LanguageLine Solutions:
LanguageLine Solutions offers language access solutions, over-the-phone, video remote, and onsite interpreting, translation and localization, as well as interpreter and bilingual staff training and assessment.
Published: Monday, July 21, 2014


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The defender feels the Blaugrana did enough to win Tuesday's encounter, but the Atletico goalkeeper proved to be too much of an obstacle
Diego gifted Atleti the lead after 56 minutes of play with a superb long-range strike, before Neymar made it 1-1 with 20 minutes to go.
Barca then got a number of chances to emerge victorious, but Courtois proved to be too much of an obstacle for the Spanish champions as they had to settle for a 1-1 draw.
"Atletico have a great team and their players can really do damage," Bartra told reporters.
"We competed against a very competitive side and we had clear chances to make it 2-1, but because of Courtois we're leaving with a draw.
"Even as much as they pressed and tried to take the ball off us, I believe we created the most and the clearest chances to win it.
"We'll go to the Vicente Calderon to win. If we play the same way we played on Tuesday, we'll have our chances to win at the Calderon."
The second-leg in the Spanish capital takes place on April 9.


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Skip navigation.
January 26, 2016
Northwestern Oklahoma State University alumni and friends are invited to an evening of live music Thursday, Feb. 11 at 6:30 p.m. at the Woodward Conference Center.
Hosted by the Greater Woodward Northwestern Alumni Task Force, Red Tie Jazz is an opportunity for alumni and friends to reconnect while enjoying wine, hors d'oeuvres and the sounds of the Northwestern Jazz Ensemble and University Singers.
The Northwestern Jazz Ensemble, directed by Dr. Marc Decker, is the premier jazz band on the Northwestern Alva campus. The University Singers, conducted by Karsten Longhurst, is the premier, internationally recognized choral ensemble of Northwestern.
Dr. Deena Fisher serves as dean of the Woodward campus and encourages alumni and friends to attend the event.
"The Red Tie Jazz event is always so much fun and well attended," Fisher said. "All friends of Northwestern are warmly welcomed with great food, great conversation and great entertainment. I hope you will join us on the evening of February 11."
Admission to the event is free. In addition to wine and cheese, nonalcoholic beverages will be available. The Woodward Conference Center is located at 3401 Centennial Drive in Woodward.
For more details, please contact John Allen, director of alumni relations, at 580-327-8594 or email@example.com.
MISSION STATEMENT: Northwestern Oklahoma State University provides quality educational and cultural opportunities to learners with diverse needs by cultivating ethical leadership and service, critical thinking and fiscal responsibility.


text:
Nightmares and Fairytales
Tissue Paper Flowers
Disclaimer: I don't own Naruto. If I did, the show would be much more…interesting. Hehehe.
Pairing: Sasuke x Naruto, implied Sasuke x Itachi
Rating: T for now. Might eventually become M.
Chapter One
"Foolish brother…you can have no one else but me…"
"You don't own me."
"Oh, I beg to differ."
"No!" He sat up in bed, panting heavily. Just a nightmare…it was just another nightmare. His shout had been rather loud, loud enough to wake the one sleeping beside him.
"Sasuke?" The voice was soft, familiar, and laced with sleep. "What's wrong?" The covers-which had previously been collected in a pile over the speaker-shifted, falling back as they sat up, rubbing the sleep from their eyes. Sasuke inclined his head towards the other, small smile tugging at his lips.
"Naruto…" he said softly, running a hand through his ebony locks, tilting his head back towards the ceiling. "Did I wake you?"
"Yeah, but I don't mind." The blonde replied sleepily, yawning softly before draping himself around Sasuke's shoulders. "Another nightmare?" Sasuke nodded slowly, a bit hesitant to admit it. He and Naruto had been together for quite some time now-two years, at the very least-but he was still not entirely comfortable with admitting to something as foolish as…nightmares.
It made him feel silly, stupid, childish. All things he did not want to be considered. He preferred things like cool, calm, collected. Not someone that had nightmares.
Before, he had always had nightmares. It was hard not to, especially when you took into consideration all the things he had been through as a child. But now, they had been getting worse and worse. Itachi. He had never appeared so vividly in his dreams before just recently.
"It was no big deal." Sasuke said murmured, shaking his head firmly. There was no reason to get Naruto mixed up in all of this. He had already been to good to him. It made Sasuke feel uncomfortable sometimes-like he didn't deserve someone who was this good to him. As if he would be better suited with someone else. Sakura… he shuddered just at the thought of it. God forbid he would have ended up with that pink haired demon.
At first, she had been upset. Very upset. But that had been expected. Thankfully-for all their sakes-she had managed to move on, to get over him. Maybe it had been when she actually caught him and Naruto 'in the act', Sakura had finally realized he was not straight. And even if he was-there was little chance he'd want to be with her.
"Do you want to talk about it?" Naruto asked softly, trailing light kisses across his lover's collarbone. The answer was evident-it was always the same. No. That might have been the only thing that still really irritated him about Sasuke. But it was understandable. From everything he did know, it didn't take a genius to figure out why he wouldn't want to talk.
"Maybe some other time, Naruto." Sasuke closed his eyes, weaving his fingers through Naruto's soft blonde hair. He did plan on telling Naruto one day. When he was sure that there wouldn't be any 'repercussions'. The last thing he wanted to do was make Naruto worried or scared.
Ironically enough, Sasuke was doing just the opposite of what he was trying to accomplish. Every time he refused to speak, the anxiety Naruto felt for his lover intensified.
"Alright." Naruto said, masking the sadness in his voice. But there was no hiding the melancholy look in his eyes. The same look that tore Sasuke apart. Sometimes he wondered which would have been worse. Saving Naruto from knowing just exactly what his nightmares were about, or having to see that disappointed glint in his otherwise crystal blue eyes.
"I love you, you know that?" Sasuke opened his eyes, the same small smile returning to his face. Naruto was grinning up at him, pale lips begging to be kissed.
"I love you too," Sasuke replied, letting his head drop and pressing his lips firmly against Naruto's.
'I love you more than you know…'
Foolish Brother.
Sasuke pulled back suddenly, with a small gasp. Had someone just said that? He glanced around nervously, trying to find where the voice had come from. No one. There was no one in the room. And other than Naruto, there was no one in the house. It had just been in his head…all in his head.
"Sasuke?" Naruto asked, tilting his head to the side. At first, he wondered if he had done something wrong. But judging by the look on Sasuke's face as the Uchiha boy glanced around the room. It must have had to do with his nightmare. There was no other possibility.
"I'm sorry." Sasuke said with a soft sigh, putting a hand to his forehead. With his other arm he pulled Naruto closer to him, the blonde taking this opportunity to nuzzle into Sasuke's warm chest.
"It's just…" He started to say something-make up an excuse, but was interrupted when he felt Naruto's head shake back and forth.
"Don't worry about it, it's alright." Naruto said, hands reaching up and tangling themselves in Sasuke's dark hair. Even if Sasuke wouldn't tell him what was going on., he could still offer comfort.
Sasuke said nothing, only hugged him tightly, both arms tying themselves around Naruto, as though they were afraid that the boy would slip from his grasp.
"Thanks," he mumbled his gratitude, letting his face sink into the soft hair that smelled faintly of ramen.
"Don't mention it."
TBC. Review please?


text:
Mobile giant O2 today mocked rivals Vodafone and BT for entering the "quad play" market, accusing them of doing it for defensive reasons rather than for customers and insisting it has no need to follow them.
Vodafone is launching in broadband and pay-TV and BT is launching in mobile amid talk of a price war as both firms offer a quad play of services — broadband, home phone, TV and mobile.
But O2 boss Ronan Dunne said: "Isn't that two people in the playground saying mine's bigger than yours? What's the customer proposition?"
He noted quad play has been available for seven years — with Virgin Media and, more recently, TalkTalk — yet it has had little impact on O2, which won a near-record number of new mobile customers in the last quarter.
"Do I see a massive lurch in the market to a converged offering? I don't see any evidence of an appetite for that," said Dunne.
"Don't mistake this for complacency or arrogance," he added. "I'm not suggesting BT won't have an impact."
He said O2, Britain's second biggest mobile company behind EE, will watch its rivals' moves closely and could still enter TV. "We rule out nothing."
However, he was scathing about Vodafone's recent plans to go into pay-TV in Britain, suggesting it was just following BT's strategy in a case of "I don't have one of my own so I have copied someone else's".
Dunne, who was speaking at an O2 dinner for the media, argued a quad play of services and price cuts alone are unlikely to be enough for his rivals to differentiate themselves and grab market share.
Choosing a mobile operator tends to be a "personal" rather than a "household budget" decision, he said, and many O2 users value its Priority Moments loyalty programme that offers concert and sport tickets and restaurant discounts.
He added he expects strong demand for "wearable" devices such as connected watches and health bands this Christmas.
O2 will be able to watch the quad play market closely as it struck a deal earlier this week to let TalkTalk customers use its mobile network.
Dunne said O2's debt-laden parent company Telefonica has flexibility for takeover deals after paying off €16 billion of loans.Reuse content


text:
I've been reading about IPL treatment and Fat loss. I just had the procedure done. How long after IPL did you notice fat loss?
Does IPL Cause Fat Loss?
Doctor Answers 1
IPL and fat loss
{{ voteCount >= 0 ? '+' + (voteCount + 1) : (voteCount + 1) }}
{{ voteCount >= 0 ? '+' + (voteCount + 1) : (voteCount + 1) }}
There is no relationship to fat loss with IPL therapies. It is interesting you ask this question. I would like to know where you heard this.
From MIAMI Dr. B
These answers are for educational purposes and should not be relied upon as a substitute for medical advice you may receive from your physician. If you have a medical emergency, please call 911. These answers do not constitute or initiate a patient/doctor relationship.


text:
Johannesburg – South Africa is one of the world's hot spots for hijacking and vehicle theft. Alarmingly, many car owners are also robbed of their possessions by criminals breaking into vehicles.
A growing trend among criminals is the use of car-remote jamming; a technique used by criminals whereby a signal blocks attempts to lock your vehicle via your alarm remote.
Over in a matter of seconds
A video posted by CICA, shows car-jamming in action as yet another SA motorist falls victim to criminals in Johannesburg.
In the video you can spot two cars are parked next to each other. Both vehicles are parked at the entrance to convenience store at a fueling station. A man exists the white Hyundai i20, parked in a 'disabled parking' bay, and approaches the grey Mazda 2.
Within in seconds, the man moves to the Mazda's boot, opens it and removes what appears to be a laptop bag.
Nonchalantly, the burglar returns to the getaway car's backseat before driving off.


text:
This hotel is in a prime location, in the heart of the Miraflores district, known for its great cultural and artistic activities, as well as being the financial centre of the city, near its major companies, and 5 minutes from the beach. Boutiques, restaurants, cinemas, coffee shops, art galleries, artisan markets and parks are all nearby. Larcomar, Lima's newest shopping and entertainment center overlooking the Pacific Ocean, offers a myriad of exciting activities. The hotel offers currency exchange facilities, lift access and a restaurant.
Room Facilities:
Direct dial telephone
Satellite cable TV
Internet access
Central airconditioned
Central heating
Disabled bathroom


text:
Kenny & Ziggy's Map
2327 Post Oak Blvd. (Westheimer Rd.)
713-871-8883 | Make Restaurant Reservations | Menu
Use this map to Kenny & Ziggy's to get there and back safely. If the "Get directions" pop-up does not appear, click the green arrow to get driving directions to and from this restaurant.
Find out which restaurants and chefs top the list of GAYOT's 2016 Annual Restaurant Awards.


text:
It was intense, 2014, in a word. It was the year of the referendum, the year of the rear, the year that distant horrors were brought unnervingly close. The repercussions of Kim Kardashian's decision to "break the internet" would be felt far and wide in 2014. As we searched Google Maps for the lost passengers of MH370, as we sanitised our hands against keyboard-borne Ebola germs, it felt as if all this connection simply made us aware of how much was ruptured. At times, it felt the only response was ¯\_(ツ)_/¯.
As the year turned, it was already too much for some people. We passed #PeakBeard as early as January, when Jeremy Paxman emerged clean-shaven on Newsnight — soon, he would leave the programme. We passed #PeakFilth in February, as London's foodies began to rue their Henry VIII-style paunches — soon, even the Hungry Horse pub chain was offering a double donut cheeseburger. A French economist provided empirical proof that Western capitalism was fundamentally flawed… but then someone called #PeakPiketty and everyone went back to normal.
The evidence for #PeakLondon was mounting: the Walkie Talkie was taking shape, there were champagne bars in Brixton, cereal cafés in Shoreditch. It felt as if everyone could afford things that weren't important but no one could afford anything that was important. On Black Friday, to celebrate the recovery, David Cameron implemented "surge pricing" over the entire economy — and there was no sign of it ever lifting.
A group of single mothers occupied a council house in Stratford. A group of council tenants occupied their own houses in Hoxton. The Russian businessman Andrei Goncharenko purchased four residences in central London for a total of £250 million.
Then, just as everything looked hopeless, Russell Brand emerged from an orgasmic meditation workshop and began to play a tune on his pipe. It was a revolution. It had a hypnotic effect on children, who followed him out of London, thus clearing a problem that had plagued Boris Johnson for years. But the rats remained. One of them wrote him an open letter placing a lot of emphasis on his lunch. It was #PeakBrand.
Soon, no one could afford music. A municipal decree announced that Madame Jojo's, The Joiners Arms, The 12 Bar, Peoples Club, The Buffalo Bar, Earls Court, The Coronet and Fabric were to be replaced with Byron burger restaurants and rail projects that wouldn't see the light of day until 2072.Boris Johnson tried to appease the restive population by replacing the borough of Redbridge with an enormous Neolithic sculpture by Thomas Heatherwick — but it soon emerged that we'd be charged to look at it. Then, in June, a teenager lost his finger at a warehouse party in Croydon but kept going because "the bass was hard and the music was popping". In many ways, he was the hero of 2014.
It was all about that bass. It was all about ramen. It was all about the way Kate Middleton rolled her eyes. It was all about Chiltern Firehouse, where, on any given night, you could see Angela Merkel dancing to Uptown Funk with André Balazs, Rita Ora sharing crab beignets with Edward Snowden and the Blairs playing strip cribbage with the 1D boys, adding to the sense that all the celebrities everywhere were in on the same huge joke.Then human rights lawyer Amal Alamuddin married film star George Clooney in Venice and it was all about old-fashioned glamour again. (It was also all about that hair.)
It was a year of great ingenuity. In April, Nasa scientists measured infinitesimal changes in gravitational fields 500 light years away and discovered the existence of an exoplanet, Kepler-186f, with almost precisely the same conditions for intelligent life as Earth. The European Space Agency managed to land a probe on a comet! Nigel Farage blamed the EU.
Meanwhile, in London's digital heartlands, cutester-preneurs made great advances in metaphysical logistics. There were happiness hacks, there were life hacks, there were coffee hacks. There were mindfulness apps, there were yoga trends, there was speed-meditation, and taking a taxi was easier and cheaper than it ever was before.
In May, our online personas switched places with our offline personas, trapping our consciousnesses in a server somewhere in Idaho and filling the meat world with argumentative avatars.
In June, shortly after the summer solstice, Lindsay Lohan moved to London. Then everyone stopped what they were doing to watch the football. England were disappointing, Brazil were despondent, Germany were distinguished, Fifa was despicable.
It was a good year for women. Some of the campaigns actually seemed to be working. Frozen passed the Bechdel test. ("Let it go!" pleaded parents of three-year-old girls.) Marina Abramovic took up residence in the Serpentine Gallery and simply existed as art. Kate Bush played for three hours straight. It was definitely worth £325 to sit in Section H. No, she didn't do Wuthering Heights but it was definitely worth £325.
Conchita Wurst won the Eurovision Song Contest and Vladimir Putin HATED that. Zoe Suggs pretended to be a teenage novelist and was applauded for her honesty. But life is an enormous novel, as J G Ballard once said. "Fiction is all around us. It's up to writers to invent the reality." It was #PeakReality.
Peaches Geldof left two sons and a heartbroken partner. Robin Williams left adults really sad. Tony Benn left us wondering what had died with him. Philip Seymour Hoffman died. Rik Mayall died. People burst into tears at weird moments, surprised at how much it meant to them.
But we were in a reflective mood. One hundred years after the senseless destruction of an entire generation the poppies were larger and prettier and more numerous than ever but, as the British Army withdrew from another disaster in Afghanistan, it was hard to take comfort in lessons learned.
People prayed a lot in 2014. They prayed for Malaysian Airlines flight MH370. For the Nigerian schoolgirls stolen from their beds by Boko Haram. For the people fighting Ebola in West Africa. For the Pakistani schoolchildren shot to appease an inexplicable God. For the citizens of Gaza. For the people of Ukraine. For the children of Rotherham. For the victims of IS. Who everyone prayed to, it was harder to say.
There was a huge escalation in the cyberwar, as a build-up of trolls created a hole in the iCloud and suddenly the internet was filled with images of naked celebrities. "It is not a scandal. It is a sex crime," said Jennifer Lawrence — the most Googled woman of 2014.
The Guardians of Peace emailed themselves into the offices of Sony Entertainment where they revealed, among other things, that Jennifer Lawrence got paid considerably less than her male co-stars in American Hustle. Maybe it wasn't such a great year for women after all. (Did you know that if all the jpegs of bums from 2014 were combined into one über-buttock, it would cover an area the size of Mesopotamia?)
The world's population increased by around 80 million. London's population increased by around 100,000. Britain had the warmest year since records began. By October, the lumbersexuals had laid claim to council buildings across London, the chivsters had moved in for the counter-insurgency, while normcore activists pleaded for peace. The third-in-line to the British throne, in his Cath Kidston tank-top and knee-high socks, learned that soon there would be a fourth-in-line. The news was overshadowed by the iPhone 6. There was still nothing worth watching on Netflix.
As #Peak2014 loomed, 500 light years away, astronomers on Kepler-186f discovered a rocky planet with roughly the same diameter and climate and conditions for intelligent life as their own. The way it flickered, it was hard to tell whether it was a distress signal or a disco ball. They decided to write an open letter.Reuse content


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Today's top gainers include the company EQT Corporation (NYSE:EQT) which is in the industry Independent Oil & Gas, gaining 4.41% today. In the last week its performance is -1.41%, and -8.42% for the past quarter. Currently, EQT Corporation, EQT has a target price of 83.9, so today's gain of 4.41% is a significant step towards its target price. The GAP today is therefore 0.70%.
EQT Corporation (NYSE:EQT), has a market cap of 12014.25, and is based in USA. Insider ownership is at 0.10%, and institutional ownership is 89.70%.
At the current price of 72.62, it has a dividend yield of 0.17%, and its target price is 83.9. This is with a profit margin of -18.50%, and total debt/equity of 0.46. EQT Corporation (NYSE:EQT) has a P/E of *TBA, as well as a forward P/E of 134.48.
With a current EPS of -2.13, and a forecasted EPS growth for next year at 187.10%,EQT Corporation (NYSE:EQT) has had a EPS growth for the past five years at -18.70%. For the next five years EPS growth is projected to be 12.45%.
Performance for the year is 12.39%. Since its IPO date on 11/5/1987, the total performance to date is 39.50%.
Volume today for EQT Corporation (NYSE:EQT), is 1874000, while its average volume is 1562.85. Whilst the total gain today was 4.41%, it did have a day high of -4.68%.
Volatility for this week has been at 3.83%, and 2.58% for the month. The 52-week low for EQT Corporation, EQT has been 54.40%, while the 52-week-high has reached -9.87%.
Looking at its return of investments, which is 5.60%, and its return on assets is -2.50%. EQT Corporation (NYSE:EQT) has an operating margin of 1.00%. With a sales growth of -71.00% quarter over quarter. Bearing in mind that EQT Corporation, EQT is in the sector Basic Materials, its long-term debt/equity is 0.46, and has a current ratio of 5 and *TBA for quick ratio.
So what is the value of EQT Corporation? Well its PEG is *TBA, and the P/S is 6.42, along with a P/B of 2. Meanwhile it has a p/cash of 5.32.


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Adjunct Professor
David Stern received his M. Phil. from Cambridge University in Biochemistry, and a Ph.D. from Stanford University in Biological Sciences. Following postdoctoral training at Univ. California, Berkeley, in plant molecular biology, he joined the Boyce Thompson Institute faculty as an Assistant Scientist in 1989, and subsequently was appointed as adjunct in the Department of Plant Biology. He currently serves as President of BTI, an office he has held since 2004, and is an Adjunct Professor of Plant Biology.
Research Focus
The underlying research themes in the Stern laboratory are chloroplast biology, bioenergy and nuclear-cytoplasmic interactions. Within this framework, we study how chloroplast genes and metabolic activities are regulated by the products of nuclear genes, usually acting at the transcriptional or post-transcriptional level. Areas of emphasis include the roles of ribonucleases and RNA-binding proteins and assembly of the carbon-fixing enzyme Rubisco. We are also using molecular and genetic techniques to adjust chloroplast metabolism for the production of useful hydrocarbons.


text:
The Old Castle
Old Castle Road, Salisbury, Wiltshire, SP1 3SF
Old Castle Road, Salisbury, Wiltshire, SP1 3SF
Get our great offers and rewards delivered straight to your pocket ready to use at The Old Castle whenever you fancy. You'll be able to see new offers as soon as they launch, plus enjoy app-exclusive rewards that aren't available anywhere else. Just:
Whether it's mates night or date night, a family get-together or a treat for the little ones, our app lets you book a table here at The Old Castle quickly and easily. So now there's no excuse not to get everyone together and catch up over all your favourites.
Fancy a Harvester at home instead? Browse our menu and order a takeaway straight from the app, then pick it up when it suits you. It's perfect for a big night in in front of the telly – just choose your time and away you go.
Download the Harvester app now from the App Store or Google Play. Just search for 'Harvester UK'.


text: I've posted here a few times, I'm an amateur with my interest mostly on the history of lighting and the old fixtures. That said, I always liked the vibe of the perforated cylinder lights, and they were always outside my budget as a casual addition to my collection. And now, Nightscaping is closed. Does anyone know where I could purchase a few used or surplus (preferably black) Starliters and/or Sparklers? I'd love to find a few of these, especially the Sparklers for which I'm hoping to locate one of each height, to be mounted in a standing cluster similar to the triple Oasisliter Starliter unit. Wouldn't mind finding an Oasisliter, too. I've read a lot of negativity about the construction and durability of their fixtures, and I'm not sure who bought things at their company auction or for what purpose if they're so disliked. I located fixtures (surplus) on a site called PLCCenter, but they're out-of-stock and list fixtures as "obsolete." Does anybody have some old ones poking about?


text: Rowan Kavner DallasCowboys.com Staff Writer IRVING, Texas – Balance on offense isn't Tony Romo's primary concern. The Cowboys' quarterback is more worried about winning, and he doesn't mind if the team passes 51 times and runs just nine times in the process. That's what occurred Sunday in a 27-23 win against the Vikings. "If you're just thinking, 'Boy, we better get to 15 runs, 20 runs, just to make sure that we appease everybody, that's just silly," Romo said. "I think what you find is we won that football game last week. We're moving on to the next one. Maybe you only throw it 17 times the next week, maybe you only throw it 25 times, or whatever, so it varies." Even the 51/9 ratio is a little skewed. The Cowboys technically ran eight running plays and 55 passing plays. Three times Romo was sacked and another rushing attempt came on a scramble by Romo after the play broke down. more: http://www.dallascowboys.com/news/a...-Balance/dcc83092-782c-4554-bb4a-208e471199c9


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Laura Kaye hops up on the counter and strips off her gray jeans. She rubs her hairy legs up to her incredibly hairy mound before plunging in, fingering herself hard and deep on the kitchen counter.
Small Breasts, Puffy Nipples, Masturbation, Lingerie, Blondes, Denim
Adobe Flash Player is required to play this movie.
Please click here to download it now.


text:
Infiniti FX35/ FX45 workshop service repair manual, electrical wiring diagrams, body repair manual Infiniti FX 35/45.
This repair manual Infiniti FX35 FX45 contains maintenance and repair procedures for Infiniti FX35, FX45 S50 series. In order to assure your safety and the efficient functioning of the vehicle, this manual should be read thoroughly. It is especially important that the PRECAUTIONS in the GI section be completely understood before starting any repair task. All information in this manual is based on the latest product information at the time of publication.
Infiniti FX35 FX45 Model S50 Repair Service Manual PDF Free Download
- General Information
- Engine Mechanical
- Engine Lubrication System
- Engine Cooling System
- Engine Control System
- Fuel System
- Exhaust System
- Accelerator Control System
- Automatic Transmission
- Transfer
- Propeller Shaft
- Front Final Drive
- Rear Final Drive
- Front Axle
- Rear Axle
- Front Suspension
- Rear Suspension
- Road Wheels & Tires
- Brake System Parking
- Brake System
- Brake Control System
- Power Steering System
- Seat Belts
- Supplemental Restraint System (SRS)
- Body, Lock & Security System
- Glasses, Window System & Mirrors
- Roof
- Exterior & Interior
- Instrument Panel
- Automatic Air Conditioner
- Starting & Charging System
- Lighting System
- Driver Information System
- Wiper, Washer & Horn
- Body Control System
- LAN System
- Audio Visual, Navigation & Telephone System
- Auto Cruise Control System
- Power Supply, Ground & Circuit Elements
- Maintenance
Edition: April 2007
Revision: April 2007
Language: English
File: PDF
Size: 74.8 Mb
Free download Infiniti FX35 FX45 Model S50 Repair Service Manual PDF


text:
This stylish city complex was renovated in 2011 and comprises a total of 175 modern and fully equipped rooms. In addition to a lobby area with a 24-hour reception and check-out service, facilities on offer to guests include a hotel safe, a cloakroom and lift access to the upper floors. Additional features include a newspaper stand and an auditorium and younger guests can let off steam at the children's playground. Guests can enjoy a drink at the bar/pub and versatile restaurants ensure that the whole family enjoys themselves. The hotel also has high-quality meeting facilities, perfect to combine business with relaxation. Guests will appreciate the Internet access and they can also take advantage of the room and laundry services. There is a car park for those arriving by car and it is also possible to hire bicycles on the premises.
This hotel is located just 1.5 km from the centre of Turku and is within walking distance of the railway and bus stations. The hotel has easy access to the main roads to and from Helsinki, for example, and the trip takes less than 2 hours (166 km).
All rooms come with an en suite bathroom with a shower/bathtub and a hairdryer and offer a double bed. They are equipped with a direct dial telephone, satellite/cable TV, a radio, Internet access and a safe. Furthermore, a mini fridge, an ironing set, individually regulated air conditioning and central heating are provided in all accommodation as standard.
Guests can enjoy a refreshing dip in the outdoor swimming pool with its children's swimming area, relax at the poolside snack bar or on the sun terrace with sun loungers and parasols or head to the gym for a workout. They can pamper themselves at the Caribbean themed spa in the sauna or with a massage or spa treatment. It is also possible to play a game of badminton, tennis, pool/snooker (charges apply), beach volleyball or a round of minigolf (for an additional fee).
Guests may select their breakfast from a buffet and the evening meal may be enjoyed � la carte.
American Express, Diners Club, MasterCard and VISA are accepted at this establishment.
Room Facilities:
Direct dial telephone
Satellite cable TV
Internet access
Mini fridge
Iron and board
Double bed
Individual airconditioned
Central heating


text:
Weplab is a tool to review the security of WEP encryption in wireless networks from an educational point of view. Several attacks are available, so it can measure the effectiveness and minimum requirements of each one. Currently, weplab supports several methods, and it is able to crack the WEP key from 600,000 encrypted packets.
Mailonator is a system that guarantees the delivery of email attachments quickly and securely and avoiding any restrictions that might be in effect for the email recipient. Mailonator software installs on a server, so the email service and client tools never need to change. It works by intercepting email messages, stripping the attachments, and storing them on a server. In addition, Mailonator sends you an email notification when recipients download your attachment, and provides system administrators with usage statistics.
Bitvector is a C library that allows you to use strings rather than ints for internal flags. On many platforms, ints are limited to 32 bits and are thus limited to 32 flags available for a given flag variable. Bitvector uses a resizing char array for flags, allowing much greater flexibility for flag management.
A lightweight library containing a number of classes and functions to ease the task of programming GTK+ programs with C++ in POSIX environments.
An R5RS-compatible Scheme implementation.


text:
Xmas Pinball
Av Nena Innovation AB
Öppna iTunes när du vill köpa och hämta appar.
Xmas Pinball!!! (Eternal XMAS sale $0.99!)
Real Xmas Pinball Simulation from Nena Innovation!
Yet another AMAZING pinball game, with even more accurate physics, greater graphics and fantastic gameplay, this time with a Xmas theme for the holiday spirit!
- Fun fun fun playfield with ramps, spinners, bumpers, roll overs, locks and of course - Santa!
- Complete the ramps three times to activate Santa.
- When Santa is laughing shoot the ball in his mouth for a lock.
- After three eaten balls they will all be emitted for 30 seconds of unlimited multiball.
- During multiball, try to complete all yellow arrows for Santa Super Bonus!
- Jackpots, End-of-Ball bonus and skillshot!
- Superior HD graphics!
- This game is Game Center enabled hi-scores and achievements.
- Landscape and Portrait modes supported, dynamic camera with pinch gesture.
- Works on both iPhone and iPad.
- Tap START to start playing game, or any of the icons for their corresponding setting or information.
- Drag the plunger backwards to charge and release to let ball go.
- Tap anywhere on left side of screen for left flip and anywhere on the right side for right flip.
- Shake device carefully to perform a nudge, but not too much or you will tilt!
Nyheter i version 1.3
- iPhone5 and iPad mini support
- shinier balls
- game engine updates from "Revenge of the Rob-O-Bot"
- 10,00 kr
- Kategori: Spel
- Uppdaterad: 20 dec 2012
- Version: 1.3
- Storlek: 14.2 MB
- Språk: engelska
- Utvecklare: Nena Innovation AB
- © Copyright 2012 Nena Innovation AB
Kompatibilitet: Kräver iOS 4.3 eller senare. Kompatibel med iPhone, iPad och iPod touch.


text:
Bat white-nose syndrome: An emerging fungal pathogen?
- By:
- D.S. Blehert, A.C. Hicks, M. Behr, C.U. Meteyer, B. M. Berlowski-Zier, E.L. Buckles, J.T.H. Coleman, S.R. Darling, A. Gargas, R. Niver, J.C. Okoniewski, R.J. Rudd, and W.B. Stone
- More information: Publisher Index Page (via DOI)
- Download citation as: RIS
White-nose syndrome (WNS) is a condition associated with an unprecedented bat mortality event in the northeastern United States. Since the winter of 2006*2007, bat declines exceeding 75% have been observed at surveyed hibernacula. Affected bats often present with visually striking white fungal growth on their muzzles, ears, and/or wing membranes. Direct microscopy and culture analyses demonstrated that the skin of WNS-affected bats is colonized by a psychro-philic fungus that is phylogenetically related to Geomyces spp. but with a conidial morphology distinct from characterized members of this genus. This report characterizes the cutaneous fungal infection associated with WNS.
Study Area
Additional publication details
- Publication type:
- Article
- Publication Subtype:
- Journal Article
- Title:
- Bat white-nose syndrome: An emerging fungal pathogen?
- Series title:
- Science
- 10.1126/science.1163874
- Volume:
- 323
- Issue:
- 5911
- Year Published:
- 2009
- Language:
- English
- Publisher:
- Science
- Contributing office(s):
- National Wildlife Health Center
- Description:
- 1 p.
- First page:
- 227
- Last page:
- 227
- Country:
- United States
- Other Geospatial:
- Northeast
- Online Only (Y/N):
- Additional Online Files (Y/N):


text:
Hotel Nirmal
Call us 1800-300-2400-1 (Toll Free) and Get additional Discount upto 50% for this Hotel.
You are getting lowest possible rate for this hotel
- About Hotel
- Reviews
About Hotel Nirmal
Offering 24-hour front desk facility, Hotel Nirmal is situated at a distance of 1 km from Kurla Railway Station. Hotel Nirmal in Mumbai accommodates 22 furnished rooms. Some of the rooms are equipped with amenities like bottled drinking water, television, air-conditioner, wardrobe, makeup mirror and adjustable windows. The rooms also have an attached bathroom with hot and cold water facility.
No of floors: 2 | No of rooms: 22
Checkin Time: 1200 pm
Checkout Time: 1200 pm
Hotel Amenities
- Room Service
- Laundry Facilities
- Front Desk
- Makeup Mirror
- "Bottle Opener
- H/C Running Water
- Bottled/drinking Water
- Television-Room
- Attached Bathroom
- Air Conditioning-Room


text:
12月 1, 2014 合計視聴数:: 5304 今日は: 1
Hotel My House in Brussels, Located in the centre of Brussels, 400 metres from the Grand Place, My House in Brussels is offering self-catering apartments housed in a 17th century building. A minibar with Belgian beers is at the guests' 処分. The Manneken Pis is 100 metres from this house. Free WiFi access is provided. The house is split in two units, each with a separate entrance: a loft and a three-bedroom house. Decorated in industrial style, the loft has several sofa beds and a double bed, with several extra mattresses available. Guests will find an arcade game in this loft. Combining a classic and modern style, the house provides 3 separate rooms, a living area and 2 terraces. Extra mattresses can be added here also. Both the loft and the house will provide you with a fully-equipped kitchen offering all cooking facilities, including a microwave. The bathrooms are fitted with a shower and there are separate toilets. A game of chess and other society games are available. Both units are well-suited for large groups. The property is set on a calm street, with a lively area close-by, where you can choose from many trendy bars and shops.The apartments are 800 metres from the main shopping street, Rue Neuve. The tram stop Anneessens is 100 metres away and Brussels Airport is 11 km from here. (Hotel My House in Brussels hotels 予約).


text:
2200 Lafayette Street, Santa Clara, CA 95050Request info Add to list
To view building contacts please sign in with your Pro account or create a pro account.
Brian T. M.
Company: requires Pro account
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- Available Spaces
|Space Type
|Office Space
|For lease: $1.70/sqft
|2,160 sqft
High Visibility Corner Location. Easy Access to Central Expressway and Hwy 101. 100% HVAC, 200 Amps & 120/240 Volts. Open office/showroom space.View Details
Building Details:
• Year Built: 1959
2200 Lafayette Street is an office property for lease in Santa Clara, CA. The property currently has 1 office space for lease and is marketed by Cassidy Turley BT Commercial.
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text: Aehr Test Systems (AEHR) F1Q2011 Earnings Call Transcript September 30, 2010 5:00 pm ET Executives Lasse Glassen – IR, Financial Relations Board Gary Larson – VP of Finance and CFO Rhea Posedel – Chairman and CEO Analysts Geoffrey Scott – Scott Asset Management Presentation Operator Compare to: Previous Statements by AEHR » Aehr Test Systems F4Q10 (Qtr. End 06/30/2010) Earnings Call Transcript » Aehr Test Systems F3Q10 (Quarter End 2/28/10) Earnings Call Transcript » Aehr Test Systems F2Q10 (Qtr End 9/30/09) Earnings Call Transcript Good afternoon, ladies and gentlemen. Thank you for standing by. Welcome to the Aehr Test Systems first quarter fiscal 2011 earnings conference call. During today's presentation, all parties will be in a listen-only mode. Following the presentation, the conference will be opened for questions. (Operator Instructions). This conference is being recorded Thursday, September 30th of 2010. I'll turn the conference over to Lasse Glassen of the Financial Relations Board. Please go ahead, sir. Lasse Glassen Thank you. Good afternoon and thanks for joining us to discuss Aehr Test Systems' results for the first quarter of fiscal 2011. By now you should have all received a copy of today's press release. If not, you can call my office at 213-486-6546 and we will get you one right away. With us today from Aehr Test are Rhea Posedel, Chairman and Chief Executive Officer; and Gary Larson, Vice President of Finance and Chief Financial Officer. Management will review its operating performance for the quarter before opening the call to your questions. I would now like to turn the call over to Gary Larson. Please go ahead, Gary. Gary Larson Thank you, Lasse, and thanks to everyone for joining us today. Before we begin, I would like to make a few comments about forward-looking statements. Please be advised that during the course of our discussion today we may make forward-looking statements that involve risks and uncertainties relating to projections regarding industry growth and customer demand for Aehr Test products, as well as projections regarding Aehr Test's future financial performance. Prev 0 of 3 Next


text:
Salman Khan, Jacqueline Fernandes, Sajid Nadiadwala, Randeep Hooda who are shooting in Warsaw, Poland had a press conference with the Polish media.
Kick is the first big film which is being shot full fledged in Poland. His recent film Jai Ho didn't do well at the box office, but Sallu Bhai seems to be hardly bothered about it. He is busy in shooting his next. Salman sports a new look for the film. The Dabangg star is seen with a French beard in the film Kick.
Salman recently completed the shoot of the film in Mumbai, and now he is busy in shooting in Poland. The actor is really mobbed by his fans where ever he goes around in Poland. Polish media gives exclusive coverage of his activities and about the shooting details.
He was seen doing a dare devil stunt for the film and it became such a big news.
Also please read Salman Khan Performs A Daredevil Stunt!
Randeep Hooda
Randeep who shares the screen space with sallu says, "Doing Kick was quite enjoyable. Salman is a nice person and we have a very good director. It is probably the biggest role that I have done so far. I'm not playing a villain. It is a love triangle."
Sajid, Salman, Jacqueline
The Kick director Sajid Nadiadwala along with Sallu and Jacqueline spoke about the film.
Salman Khan With A Polish Personnel
Salman Khan speaking to a Polish official and captured by a photographer.