Member Info for liamnicholas

Best spread so far ?? You're having a laugh

Action Hotels plc ("Action Hotels" or the "Company") Directors' Dealings Action Hotels plc, a company focused on developing and managing branded economy and midscale hotels in the undersupplied markets of the Middle East and in Australia, was notified on 9 April 2014 that Alain Debare, Chief Executive Officer of Action Hotels, has acquired 15,750 ordinary shares of 10p each in the Company ("Ordinary Shares") at a price of 75.25 pence per Ordinary Share on 9 April 2014. Following this transaction, Mr Debare has an interest in 253,936 Ordinary Shares representing approximately 0.17 per cent of the Company's total issued share capital.

What on earth do the staff do on a daily basis? I've asked before but no answer.. I can't believe there is people who'd turn up to work for this company.. And they just sit there all day twiddling there thumbs.. Or is it just the directors / secretary? If so.. What would they do? Has DB forgotten about us? I honestly thought things would be happening a lot quicker than this, and in fairness they have appointed a new non exec chairman.. I hope they've been busy with legal side of things ready for this RTO. Starting to get inpatient, don't know how you lot did it when they suspended...!

...

.. Release the kraken

or did a sale just go through for wait for it 0.38 ???????????????????????????????????

7) Synergies – this is a feature in almost all merger and takeover deals. Synergies simply refer to the revenue or cost gains of combining together. In simple terms this is an economy of scale. Staying with the airline industry where over-capacity is a constant challenge the cost synergies of sharing flights that are full on shared routes has obvious cost benefits to both BA and Iberia. Put simply, sharing aircraft significantly reduces operating costs and boosts profits. So there you have it. With an understanding of these 7 motives at your disposal there is no deal you can’t unpick and make sense of. Notice the easy to remember acronym. Now back to the revision! Good luck.

3) Relative performance – for many businesses their performance (e.g. sales, profits, market share) may be poor or declining relative to their rivals in the same market. This is something which is unsustainable. Merging with or acquiring a rival business may help to improve competitiveness and performance when measured against that of their rivals. Morrison’s acquisition of Safeway in 2003 is a great example of this. It may be suggested that this was an acquisition of necessity given the market share of rivals such as Tesco and Sainsbury. 4) Growth potential – often merging with or acquiring another business means aside from the gains in market share there is also greater scope for further growth potential in the future. Co-op’s £1.57bn takeover of Somerfield is an example of a business hoping to improve their chances of growth in the future by gaining a large share of the market (roughly 8%) today. Expanding their nationwide network of stores now means future growth is more realistic. A diversifying and cross-boarder example of a takeover fuelled by an intention to enhance growth potential is Tata’s acquisition of JLR and Corus. 5) Eliminate competition – a merger or takeover presents a unique opportunity to eliminate rivals in the market thus reducing the level of competition. Virgin gyms acquisition of Esporta gyms left them with fewer rivals and hence more chance of success. 6) Reconfigure the 5 forces – some mergers serve to reconfigure the 5 competitive forces (Porter) of the marketplace. This can occur if, for example, the new (post merger) business has a greater degree of power, due to their increase size, over their suppliers or buyers. An example of this could be IAG’s (BA & Iberia) ability to negotiate better deals with airports for landing slots given their size and strength.

The alternative option is a joint venture. As the name suggest this involves using another business as a vehicle for growth. This can be done one of three ways: 1) A takeover / acquisition – this involves one business taking control of another business following a buyout of their shares. The target business is then usually absorbed into the operations of acquiring organisation. Examples include Kraft’s purchase of Cadbury and Santander’s purchase of Abbey National. 2) A merger – this is the process of two businesses joining together and is usually characterised by consensual agreement to merge. The two businesses integrate fully and become one business entity. Examples include Lloyds merging with TBS to become Lloyds TSB and BA merging with Iberia to become IAG. 3) A strategic alliance – this refers to the process of two businesses agreeing to work together or to share particular knowledge or expertise for mutual benefit. Here there is no change of ownership. This is often found in industries which have particular high R&D costs like pharmaceuticals the automobile industry. The strategic alliance between GM and Peugeot just after Christmas is a great example of this. http://www.ft.com/cms/s/0/ac3aa4ca-62f0-11e1-9245-0144feabdc0.html#axzz1wumQEsdH Clearly attempting to join two MNCs is a titanic task which will almost inevitably experience problems. So why do businesses merge? It is my opinion that every decision to embark on a joint venture is rooted in one of the following motives (see the Map of Merger Motives). Crack these and there isn’t a deal out there you won’t understand. Sitting comfortably…here we go. 1) Market share – for many businesses organic growth is simply no longer a possibility. They have hit a growth ceiling usually as a result of a particularly competitive oligopolistic market structure where product differentiation is difficult to achieve. Merging presents the opportunity to grow market share, benefit from cost synergies improve competitiveness. (Example: Orange and T-Mobile) 2) Expertise gaps – for all their strengths businesses can not be great at everything. Therefore in order to extend their range of expertise they may choose to merge or acquire a business which possesses strengths that they do not have. Facebook’s $1bn purchase of Instagram is a great example of this. Not only have Facebook bridged a gap in their expertise by acquiring a company which specialises in photo sharing but they have also prevented rivals such as Twitter from further extending their expertise and skills. This is a vitally important long-term strategic decision by Facebook which should help safeguard their future success. Vodafone and CWW is another great example - http://www.bbc.co.uk/news/business-17810568 3) Relative performance – for many businesses their performance (e.g. sales, profits, market share) may be poor or decli

Is this being so slept on??

13.5m buys from oryx taking them over 26 percent

Got in this morning. Potential is unreal, working with Pfizer directors chairman etc and ii's buying last week. This should be creeping on radars now.. Very happy to be here, we'll done mosh etc ive read back through posts here and advfn you've been here forever!

Agreed.

Mentum Group (MEN) notes further details provided to it regarding certain new significant shareholders. Mr Jim Stewart is beneficially interested in 76,923,077 shares representing 13.26% of the company's issued share capital. Mr Jim Stewart is the Chief Executive Officer of the Investment and Development Office of the Emirate of Ras Al Khaimah. Mr Mike Douglas is beneficially interested in 76,923,077 shares representing 13.26% of the company's issued share capital. Mr Douglas is the founder and owner of the SKA International Group (www.ska-arabia.com).

I'm 54% down! fingers crossed for an RTO now.. the investments they've made don't seem to be doing too well either! tick tock

down since friday LOL

Change to the Board of Directors and change of Advisors Mentum (AIM:MEN), the AIM listed investing company, announces that Mr Shahed Mahmood has been appointed to the Board of Directors as Non-Executive Director with effect from 18 June 2013, replacing Mr Adrian Collins, who is stepping down with immediate effect. The Company would like to thank Adrian for long service and his professional contribution. Disclosures under Schedule 2(g) of AIM Rules for Shahed Mahmood are as follows: Full name and age: Shahed Mahmood, age 43 Current Directorships Past Directorships within the last five years Khanna Ltd Thanet Ltd Milnshaw Holdings Ltd Kraton Investment Holdings Bushveld Investments Ltd Precious Metals Holdings Ltd Bleachers Investments Ltd Upstream Asia Sor baroot potphyry Inc Red Feldspar Inc Condicote Holdings Ltd Centaurus Global Pte Ltd Leblanc Global Resources Pte Ltd Superb Investments Stronghold Ltd Touchstone Gold Holdings S.A Touchstone Investment Holdings Ltd Green Globe S.A There are no further disclosures to be made pursuant to Schedule 2 paragraph (g) of the AIM Rules in respect of Shahed Mahmood. In Addition, Mentum is pleased to announce that it has appointed ZAI Corporate Finance Ltd as its Nominated Adviser and Peterhouse Corporate Finance Limited as the sole Broker with immediate effect. **ENDS**

As owned by major holders? Market cap 2 mil? Pardon me if I am wrong, but if they convert even half of the pipeline... We're gonna seriously multi multi bag from these levels?? Supply and demand springs to mind.. Will they have to issue more shares or? (Silly question I know)

11M???????

cant buy cant sell?