SEOUL—Samsung Electronics Co.’s third-quarter profit more than tripled from a year ago —to 3.72 trillion won ($3.14 billion), its highest quarterly profit ever—as its chip business soared to its highest operating profit in two years, joining strong performances in its other divisions after a prolonged slump.
Silicon Valley venture capitalists nurturing growth of green technology.
What green technology stocks are you looking at right now?
Here is some information about the 100 + MPG Plug-in Hybrid Hummer from their website.
Technology in New Electric Hummer Could Drive Bold Leap Ahead for U.S. Automakers, Making Popular Trucks & SUVs ‘Greener Than a Prius’
Raser Technologies, Inc. unveiled a 100+ mpg Hummer H3 powered by Raser’s plug-in hybrid E-REV (Extended-Range Electric Vehicle) at the 2009 SAE International World Congress, Cobo Center, Detroit, MI.
Raser developed the 100+ mpg Electric H3 demonstration vehicle working closely with Hummer. Just one year ago at the 2008 SAE World Congress, Raser and its development partner FEV Inc., Auburn Hills, MI, a leading automotive integrator, introduced Raser’s E-REV power train, similar in function to the Chevy Volt but designed for use in a variety of larger full-sized SUVs and light trucks. The vehicle was developed in association with the Plug-in Hybrid Development Consortium, co-founded by Raser along with leading electric utilities, lithium ion battery companies and other automotive technology companies.
Raser CEO Brent M. Cook said, “The technology in this electric-powered Hummer is a leap ahead for U.S. Automakers. It could make the nation’s popular light trucks and SUVs greener than a Prius.”
The vehicle has performed well in initial test drives and dynamometer testing conducted by FEV. Video from recent test drives of the 100+mpg H3 is available online: http://rasertech.com/hummer
The plug-in electric Hummer H3 has a range of about 400 miles, driving its first 40 miles exclusively on batteries before turning on its combustion generator. Most vehicles drive fewer than 40 miles a day, most drivers would rarely use gas and average more than 100 mpg in gas fuel economy over time.
Raser’s E-REV power train was designed for most full-sized 4WD SUVs and light trucks, which represent nearly half of the vehicles on U.S. roads today because of their versatility and wide application in fleets.
“We chose the Hummer H3 and H3T as demonstration vehicles because trucks and SUVs are the best-selling vehicles in America and can benefit the most from increased fuel economy and reduced emissions,” said Cook.
The Electric Hummer H3 is propelled entirely on electricity by Raser’s 200kW advanced AC induction motor connected to a 4WD transmission. A small high efficiency EcoTech engine uses Raser’s 100KW electric generator to recharge the batteries while driving and provides additional electric power when needed.
“Our goal was to demonstrate that electric vehicle technology is a viable solution for a variety of vehicle platforms,” said Gary Rogers, president and chief executive officer of FEV. “This full-sized SUV extended-range electric vehicle shows that fuel economy in larger vehicles does not mean sacrificing power and utility.”
Here is a great link to what Wikipedia defines as Investor Relations.
Investor Relations (IR) is a strategic management responsibility that integrates finance, communication, marketing and securities law compliance to enable the most effective two-way communication between a company, the financial community, and other constituencies, which ultimately contributes to a company’s securities achieving fair valuation. (Adopted by the NIRI Board of Directors, March 2003.) The term describes the department of a company devoted to handling inquiries from shareholders and investors, as well as others who might be interested in a company’s stock or financial stability.
Friday, August 21, 2009
Global Axcess becomes a cash machine
Jacksonville Business Journal – by Kimberly Morrison
Global Axcess Corp. is one of Jacksonville’s lesser-known publicly traded companies, but if it keeps up momentum, that won’t be the case for long.
The ATM operator turned self-service kiosk provider is emerging from a three-year turnaround that has produced fatter margins and more consistent profits than it has seen in years. Management thinks the company is finally in good shape. Earnings have nine quarters of positive momentum, and in the last quarter were up nearly 24 percent to $557,000 with less debt and more cash.
It’s a different company from what it once was — a little more grown up and finally figuring out what it is really good at and how to build on that. In this newfound maturity, Global Axcess is branching out into DVD rental kiosks, which it is piloting in Jacksonville and two other markets.
The move is part of a broader strategic plan to increasingly expand beyond the ATM, which is an industry not expected to see an increase in use over the next several years.
Global Axcess (OTC: GAXC) today remains a small player in the $7 billion to $12 billion ATM industry. Its 4,300 ATMs account for just 1 percent of market share, making it the seventh-largest non-bank ATM company in the country.
As the company enters the final, high-growth stage of its turnaround, it has a new crackerjack consulting agency in tow. New York-based Hayden IR is helping the company launch an aggressive marketing and investor relations campaign to drive growth and maximize shareholder value.
“In my opinion, the management of Global Axcess Corp. has done a tremendous job of repositioning the enterprise to differentiate it from others in the industry and to set the stage for revenue growth and margin expansion,” said Brett Maas, Hayden managing partner.
Global Axcess this week landed a three-year contract with an undisclosed national grocery chain worth $750,000 per year, one of the company’s first major successes for its newly restructured sales team. CEO George McQuain sees a good future ahead.
Back in 2006, things were less stable. A management shake-up ended in three top executives resigning from the company. Michael Loiacono became chief financial officer and McQuain was named CEO, both promotions from within. But company losses accelerated to $3.6 million that quarter. There was house cleaning to do.
Before new management, the company had overestimated the benefit of an acquisition, which inflated quarterly earnings that the company later had to lower by $500,000. A group of investors sued the company, resulting in a settlement in 2007 of undisclosed terms.
“George stepped into a quagmire of trouble,” said Lock Ireland, vice chairman of the board and chairman of the board for Proficio Bank. “His first full quarter, he made a profit of $14,000, which was a tiny amount of money but an amazing turnaround.”
Global Axcess then sold an unprofitable South African subsidiary and outsourced certain functions to focus
resources where they were most needed. The company began paying down debt and working to increase cash flow, which made 2008 a banner year on the balance sheet.
McQuain looks back and can see where the company went wrong, although he refuses to take credit for getting it back on track.
“We weren’t sure of our core competencies,” he said. “We had a strategy that didn’t emphasize what we were really good at, and it stretched the company.”
His first step in the turnaround was to scrub expenses. Costs go to the bottom line, and finding places to cut was going to be easier than generating new revenue.
“We have an internal value of ‘bare bones, no frills’ — only spend money on things that add value,” McQuain said, pointing to his older, beat-up office furniture that he seems to take pride in. “So if that means I stay at a Motel 6 when I travel rather than a Howard Johnson, then that’s what I do. Our clients don’t want to pay for me to stay somewhere expensive.”
Step Two was emphasizing operational efficiencies. Divesting unprofitable operations and outsourcing was part of that, but Global Axcess also did a better job of making sure the ATMs were always working, and making money. Then the company implemented an overdue fee increase.
Step Three was to listen closely to clients — the owners of convenience stores and grocery chains where the ATMs were. Surveys and other research helped the company identify its strengths through its customers’ eyes, so it could then capitalize on the information and differentiate itself in the market. Global Axcess found out that paying its clients on time, better-operating machines and service so personal it sends gift baskets to clients on their birthday made them a standout.
It’s somewhat of an extension of how the company’s small 20-person office in Southpoint operates. The family-man side of McQuain was also listening to his employees, and he began letting parents bring their kids to work, bought laptops for each person so they could work from home if needed and recently started offering college tuition reimbursement. Happy employees are productive employees.
The strategy has paid off. Although the company’s stock hit a 52-week low in February at 10 cents, it has been on a steady ride up ever since and hitting new highs almost every day. It reached a 52-week high earlier this month at 73 cents.
“I think Global Axcess is a jewel in the sea,” Ireland said. “Cash flow has been increasing tremendously, earnings are increasing beyond our expectations and the revenue base has been increasing in 2009 beyond what we expected. We are in tremendous shape for diversification.”
firstname.lastname@example.org | 265-2218
Investor Relations Contact:
Brett Maas, Hayden IR
Hayden Communications’ Brett Maas Offers Advice for Small-Cap Companies to
Survive the Crisis
NEW YORK, Oct. 28 /PRNewswire/ — Brett Maas, President of Hayden
Communications, Inc, a national investor relations firm focused on emerging
small- and micro-cap publicly traded companies with significant growth
potential, today provided advice for small public companies to deal with the
financial crisis. The precipitous drop in Wall Street valuations have hit
smaller companies particularly hard. Mr. Maas today offered advice based on
the feedback received from the many interactions he has had with institutional
investors, hedge fund managers, research analysts and other professional
investors, as well as the success of certain clients during this period:
— Focus on profitability: The lack of access to external working capital
and the focus on solvency has made it increasingly important for public
companies to do whatever can be done to drive positive cash flow. The
investors who are putting money to work are typically focused on profitable
companies. It is incumbent on management teams to eliminate unprofitable
operations, restructure, if needed, and delay acquisitions or initiatives
which may impact profitability. In addition, management teams should clearly,
concisely and proactively communicate their plans to investors to demonstrate
precisely how profitability will be achieved (or expanded).
— Strengthen balance sheets: If a company has the ability to solidify its
working capital situation, now is the time to pursue those opportunities.
There are two reasons: first, it may be impossible in a few weeks or months,
and second, nobody is in the mood to take risks right now. Management must
eliminate obvious risks as proactively and publicly as possible. Investigate
debt financing or lines of credit with banks and, if possible, restructure
debentures or existing liabilities.
— Talk more, not less: Many CEOs instinctively want to focus on the
business and ignore the stock. After all, everything is going down and there’s
a perception that there’s nothing one can do about it. When professional
investors once again actively put money to work, it is likely they will look
for growth. The goal of management teams at this point should be to talk to
new people as much as possible. Even if they don’t buy today, the objective is
to become the first idea on their list when they get back to work.
Mr. Maas added, “Proactive and aggressive investor relations efforts are
more important than ever in these market conditions. This means trying to keep
existing shareholders in place and reaching out to appropriate new contacts
and providing clear and convincing reasons to consider a new investment. This
is more challenging if you are not profitable, or are poorly capitalized.
Despite the near-term crisis, those who are appropriately proactive will
benefit both first and most when the market begins to turn, and it always does
turn. Hayden Communications has continued to demonstrate the capability to put
high-quality companies in front of appropriate investors, despite the economic
This is not an offer to sell or a solicitation of an offer to buy any
securities. HC and its affiliates, officers, directors, subsidiaries and
agents have been compensated by its clients to perform shareholder and
investor relation services. Each contract varies in duration, services
performed and compensation received. HC, its employees, consultants and
affiliates may, from time to time, acquire positions in the companies that
they cover. This could represent a conflict of interest. More information is
available at: http://www.haydenir.com/email_disclaimer.html
SOURCE Hayden Communications, Inc
Brett Maas of Hayden Communications, +1-646-536-7331, email@example.com
Global Axcess Corp. has signed a three-year contract to provide ATMs in 51 locations of a national grocery store chain. Global Axcess would not reveal the identity of the grocery store company, at the company’s request.
Under the terms of the $750,000 contract, Global Axcess will start installing the automated teller machines in September and complete the installation by October. It expects to generate revenue from the ATMs beginning in September.
CEO George McQuain said landing the contract was a direct result of Global Axcess strengthening its sales staff.
“We continue to invest in our sales and marketing capabilities, and the re-staffing efforts in our sales organization have led us to a strong sales pipeline and this RFP [request for proposals] win,” he said. “We believe that there are substantial growth opportunities with this national chain and with the other sales that we are pursuing in our effort to grow our ATM network revenues organically.”
Jacksonville-based Global Axcess owns or operates about 4,400 ATMs and other self-serve kiosks in a national network covering 43 states.
If you have any investor relations questions please contact Brett Maas, with Hayden IR
Thank you for coming to BrettMaas.com the personal web space for Brett Maas an investor relations veteran, real estate investor, father, and Arizona native.