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26 апреля, 17:57

Allegion (ALLE) to Report Q1 Earnings: Will it Surprise?

Allegion PLC (ALLE), a provider of safety and security products, is scheduled to release first-quarter 2017 financial numbers, before the opening bell on Apr 27.

25 апреля, 17:01

5 European ETFs Soaring on French Election Results

The global stock market cheered the outcome of the first round of France's presidential elections wherein the centrist candidate Emmanuel Macron won erasing fears of a populist rise.

21 апреля, 19:38

AZZ Inc. (AZZ) Misses Earnings, Revenue Estimates in Q4

AZZ Incorporated (AZZ) posted earnings per share of 44 cents in the fourth quarter of fiscal 2017, missing the Zacks Consensus Estimate by 27.87%

20 апреля, 01:00

Top Research Reports for Today: BRK.B, ORCL, MRK

Top Research Reports for Today: BRK.B, ORCL, MRK

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19 апреля, 10:34

Catalyst (CPRX) Up 16.6% Since Earnings Report: Can It Continue?

Catalyst (CPRX) reported earnings 30 days ago. What's next for the stock? We take a look at earnings estimates for some clues.

18 апреля, 14:40

Даурен Абаев принял участие в международном форуме «ТИБО-2017»

В Беларуси проходит XXIV Международный специализированный форум по телекоммуникациям, информационным и банковским технологиям «ТИБО-2017». Казахстан представляет делегация во главе с министром информации и коммуникаций Даурен Абаев, передает NUR.KZ. Даурен Абаев и председатель правления АО "Казахтелеком" Куанышбек Есекеев. Фото: NUR.KZ В этом форуме, инициированным министерством связи и информатизации Республики Беларусь, приняли участие министры связи стран СНГ. В выставке «ТИБО-2017» принимают участие более 100 компаний, представляющих продукцию из 17 стран (Беларусь, Россия, Украина, Казахстан, Азербайджан, Литва, Латвия, Польша, Чехия, Германия, Австрия, Финляндия, Швеция, Китай, Южная Корея, Япония, США). На выставке представлены мировые бренды: Huawei, Nokia Networks, ZTE, Canon, Epson, Samsung, Motorola, Eaton и другие. В составе казахстанской делегации также находятся руководитель управления международного сотрудничества и Евразийской интеграции МИК РК Меирбек Мукатов, руководитель Управления развития проектов в области связи Департамента связи МИК РК Тимур Баилов, помощник Абаева Жаркын Жакетов и председатель правления АО «Национальный инфокоммуникационный холдинг «Зерде». Отметим, сегодня, 18 апреля, Даурен Аскербекович отмечает день рождения. Ему исполнилось 38 лет.   Как сообщается на официальном сайте премьер-министра Казахстана, Даурен Абаев родился в 1979 году в Алматинской области. В 2001 году с отличием окончил Казахский государственный национальный университет имени Аль-Фараби, в 2014 году – Евразийский гуманитарный институт. С августа 2001 года по август 2003 года работал в центральном аппарате Министерства иностранных дел Республики Казахстан. С мая 2003 года по май 2007 года работал на дипломатической службе в Посольствах Республики Казахстан в Азербайджане и Королевстве Нидерланды. С мая 2007 года по декабрь 2007 года – начальник отдела пресс-службы Министерства иностранных дел Республики Казахстан. С декабря 2007 года по декабрь 2008 года – главный эксперт, консультант Протокола Президента Республики Казахстан. С декабря 2008 года по октябрь 2009 года – заместитель пресс-секретаря Президента Республики Казахстан. С октября 2009 года – государственный инспектор Отдела государственного контроля и организационно-территориальной работы Администрации Президента Республики Казахстан. В октябре 2011 года распоряжением Главы государства назначен пресс-секретарем Президента Республики Казахстан. В июле 2013 года распоряжением Главы государства назначен советником Президента Республики Казахстан – пресс-секретарем Президента Республики Казахстан. В 2016 году возглавил одно из новых министерств. 6 мая назначен министром информации и коммуникаций РК. Соавтор книги «Государственный протокол Республики Казахстан» (2010). Имеет дипломатический ранг  – первый секретарь I класса. Женат, воспитывает 2 детей. Владеет казахским, русским, английским языками. Награжден орденом «Құрмет».

18 апреля, 14:00

Bull of the Day: Caterpillar (CAT)

Bull of the Day: Caterpillar (CAT)

17 апреля, 12:37

Eaton Corporation - мастер на все руки

Сегодня я хочу рассказать вам об одной промышленной корпорации, являющейся ключевым игроком в сфере предоставления эффективных решений в управлении электрическими, гидравлическими и механическими устройствами, а именно о компании Eaton Corporation. Изучив структуру бизнеса Eaton, можно сделать вывод, что компания представлена во всех ключевых направлениях промышленности, занимаясь производством как автоматических выключателей для защиты двигателей и электросетей, так и трансмиссий, систем управления топливом, блоков цилиндров, тормозных систем и даже систем управления для самолетов. Отмечу, что продукцией Eaton Corporation пользуются во всех основных промышленных сферах, в частности, в нефтегазовом секторе, авиации, сельском хозяйстве, машиностроении, электроэнергетике.

14 апреля, 21:49

The U.S. Military Thinks Missiles And Bombs Work Better With A Strategy, Too

function onPlayerReadyVidible(e){'undefined'!=typeof HPTrack&&HPTrack.Vid.Vidible_track(e)}!function(e,i){if(e.vdb_Player){if('object'==typeof commercial_video){var a='',o='m.fwsitesection='+commercial_video.site_and_category;if(a+=o,commercial_video['package']){var c='&m.fwkeyvalues=sponsorship%3D'+commercial_video['package'];a+=c}e.setAttribute('vdb_params',a)}i(e.vdb_Player)}else{var t=arguments.callee;setTimeout(function(){t(e,i)},0)}}(document.getElementById('vidible_1'),onPlayerReadyVidible); They dispatched the carrier strike force toward North Korea. They launched the cruise missiles at Syria. But the U.S. military, stung when it was sent to war before without a clear plan and then blamed for the resulting mess, is expressing caution about being thrust deeper into any of the conflicts raging around the world. Combat-ready American and allied troops are deployed today against heavily armed opposing forces in Europe and the Korean peninsula. Gen. Curtis Scaparrotti, U.S. and NATO commander in Europe and the former top U.S. commander in South Korea, last year described their situation like this: They’re ready “to fight tonight if deterrence fails.” But a plan would be good. After 15 years of bloody, inconclusive war in Iraq and Afghanistan, experienced military officers are looking to President Donald Trump not just to pull the trigger on military action when needed. They’re looking for a coherent statement of American goals and a coordinated strategy that combines military force with economic, political, diplomatic, cyber and media power ― and doesn’t leave the war to the military alone. “There is a limit, I think, to what we can do,” Defense Secretary Jim Mattis said this week at a Pentagon news conference, when asked about next steps the military might take in Syria following the April 7 missile attack. Mattis, a retired Marine four-star general with years of warfighting experience, indicated that he’s in no rush to send U.S. forces into combat as the sole instrument of American power. In a book he co-authored with Hoover Institution scholar Kori Schake last year, Mattis argued that the public and politicians are “implausibly expecting military force to produce sophisticated political, economic and cultural outcomes.” That’s not the military’s job, but “inherently a political undertaking.” “In free societies, politicians must choose the political ends,” Mattis and Schake wrote. “They must also determine what price ― in blood, treasure and national credibility ― to pay for those ends.” Retired Army Maj. Gen. Paul D. Eaton put it more simply. By failing to coordinate and focus all elements of power, he told The Huffington Post, the United States has “outsourced foreign policy to the U.S. military, and we are frequently not the very best tool.” While Trump praised the “flawless” missile strike on Syria, he’s been quick to complain about America’s recent war record. “We never win,” he groused earlier this year. “And we don’t fight to win.” When a U.S. Navy SEAL was killed during a military raid in Yemen in February, Trump was ready to blame “the generals.” It may seem counterintuitive, but many generals say war is too important to be left up to them. “I don’t think it’s fine, personally, to leave it up to the generals at the top level,” said retired Army Lt. Gen. Benjamin Freakley, who has served at all levels of command including leading the 10th Mountain Division in Afghanistan on his third combat tour. “I don’t believe in leaving it to the generals because the generals need help in harnessing political and economic and informational power,” he told HuffPost. “The political work has to be synchronized with the military, with one strategic outcome for America’s use of power.” That might require Trump’s national security adviser, Lt. Gen. H. R. McMaster, to structure the White House’s thinking about war the same way that military commanders approach it. In combat operations, military leaders always write down and then brief their subordinates on their goal for the mission. This “commander’s intent” details precisely what the mission is intended to accomplish. Everyone should understand how each action contributes to the desired end state ― that is, the situation the commander envisions when the smoke clears. Given the commander’s intent, staff officers can then plot out what resources will be needed to make the plan work ― troops, heavy-lift helicopters, ammunition, fuel, intelligence on enemy positions, even good weather (or bad, to cover troop movements). At a higher level, the same kind of “commander’s intent” from the White House would help clarify, for instance, how a U.S. missile strike in Syria fits into an overall strategy of bringing down the regime of President Bashar Assad or ending the Syrian war. Guidance from the top would also help various staff allocate non-military resources to reach the goal. It’s not something you can simply add water to a dehydrated plant and it’s suddenly a full-fledged plan. This is hard work and it’s going to take time. Defense Secretary Jim Mattis That’s the sort of next steps that Mattis seemed to have in mind when he said the U.S. strategic plan for defeating the Islamic State exists “in skeleton form.” He said the plan is “being fleshed out now. This has got to be done in a methodical way, where we look at each element of it.” “And it’s not something you can simply add water to a dehydrated plant and it’s suddenly a full-fledged plan. This is hard work and it’s going to take time,” Mattis added. No such direction on any of the military conflicts in which the U.S. is engaged has come from the Trump administration ― or from Congress, which alone has constitutional war-making authority. The Pentagon has recently mounted operations in Somalia, Libya and Syria and has re-engaged in Iraq under the authority of legislation passed in 2001 to allow attacks on al Qaeda in Afghanistan. Congress has declined to update that authorization. “Congress has been very content to go to ground, stay in foxhole defilade, if you will, and while the rounds are going over the foxhole, they’re not really involved,” Eaton said. On Thursday, U.S. forces escalated the air war in Afghanistan, striking with a massive bomb on what was described as an ISIS tunnel complex. But the White House did not explain how the attack fit into an overall strategy or contributed to a clear end state. White House press secretary Sean Spicer declined to talk about strategy and referred all questions to the Defense Department. Similarly, the White House ordered the aircraft carrier USS Carl Vinson and its accompanying warships to head toward the Korean peninsula this week after Trump made vague threats about halting North Korea’s missile and nuclear weapons development. But the White House gave no explanation of the naval armada’s precise purpose, and did not address what reaction it anticipated or how the U.S. would handle a North Korean escalation. The military’s insistence that it operate with a coherent strategy and a defined end is hardly academic. They want to make sure that lives ― their own, their buddies, all the men and women they command ― are not spent in vain. “One third of the Army’s general officers have children serving in the military. I have three children who have served,” said Eaton, a West Pointer who now serves as a senior adviser to the progressive group VoteVets. With his two sons still on active duty, Eaton said, “we are consumed with the outcome of the mission and the human lives that are at stake, both American and on the other side.” So when they look to the commander-in-chief, they have a blunt request. “If you’re going to give a four-star [general] a mission, then you better be clear about what your end state is,” Eaton said. No strategy or clear end state has ever been defined for the ongoing U.S. military campaigns in Afghanistan and Iraq. Now, he said, with more potential conflicts tempting American intervention, “we as a military class do not want a mission where we’re going to be set up for failure.” -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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11 апреля, 14:09

Why Invest in Eaton Vance National Municipal Income C Fund (ECHMX)?

Eaton Vance National Municipal Income C Fund (ECHMX) seeks current income exempt from regular federal income tax

10 апреля, 21:09

12 Big-Name MLB Players Who Will Struggle With Their New Teams

Sometimes, the grass isn't actually greener on the other side. We look at 12 talented MLB players who will struggle with their new teams.

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10 апреля, 16:17

Foot Locker's (FL) Footaction Opens New Store in Toronto

In an effort to increase footprint outside the U.S., Foot Locker, Inc.'s (FL) Footaction inaugurated its first international store in Toronto Eaton Centre.

06 апреля, 04:49

What Vegas Thinks of Every Team in Major League Baseball

With Major League Baseball season getting underway, we looked at what Vegas thinks of each and every MLB team and their odds of winning the World Series.

05 апреля, 19:08

Will Clean Energy ETFs Benefit from a Carbon Tax?

We take a dive into clean energy ETFs amid rumors of a potential carbon tax.

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05 апреля, 15:33

Дом мечты!

Особняк с шестью спальнями Eaton House Studio, расположенный в Эссексе, Великобритания, является настоящей мечтой любителей розового цвета. Благодаря ярко-розовым экстерьеру и интерьеру, жилище для сдачи в аренду выглядит так, словно появилось прямо из сказки и гарантированно станет идеальным фоном для всех ваших будущих невероятных фотографий в Instagram.Конечно, интерьер особняка не для слабонервных — поэтому минималисты могут захотеть поселиться в другом месте, если они планируют отправиться в этот район.Но для обладателей менталитета «чем больше, тем лучше» мало что сможет конкурировать с Eaton House Studio и его изобилием блеска, безделушек и цветочных атрибутов.А если по какой-то причине вам требуется отдохнуть от розового цвета, в доме также есть пара комнат, оформленных в других цветах — таких же веселых, как и остальная часть дома.Но давайте будем честными: вы на самом деле должны быть влюблены в розовый цвет, если собираетесь остановиться в Eaton House Studio.Вы можете снять в аренду Eaton House Studio на Airbnb прямо сейчас за «скромную» сумму в размере 2 321 долларов за ночь (здесь есть спальные места для 16 гостей!).

03 апреля, 14:00

Strategic Choices Need to Be Made Simultaneously, Not Sequentially

The CEO of a large Australian company called me to relay a particular strategy development problem his firm was facing, and ask for my advice. The company was an eager user of my “cascading choices” framework for strategy that I have used for decades and written about extensively, most prominently in the 2013 book I wrote, with friend and colleague A.G. Lafley, called Playing to Win.   My Australian friend explained that each of his five business unit presidents was using the Strategy Choice Cascade, and that all of them had gotten stuck in the same place. They had chosen a Winning Aspiration and had settled on a Where to Play choice. But all of them were stuck at the How to Win box. It is no surprise, I told my friend, that they have gotten stuck. It is because they considered Where to Play without reference to How to Win. I’ve heard variants of this over and over. Although I have always emphasized that these five choices have to link together and reinforce each other, hence the arrows flowing back and forth between the boxes, it has become clear to me that I haven’t done a good enough job of making this point, especially as it relates to the choices of Where to Play and How to Win. The challenge here is that both are linked, and together they are the heart of strategy; without a great Where to Play and How to Win combination, you can’t possibly have a worthwhile strategy. Of course, Where to Play and How to Win has to link with and reinforce an inspiring Winning Aspiration. And Capabilities and Management Systems act as a reality check on the Where to Play and How to Win choice. If you can’t identify a set of Capabilities and Management Systems that you currently have, or can reasonably build, to make the Where to Play and How to Win choice come to fruition, it is a fantasy, not a strategy. Many people ask me why Capabilities and Management Systems are part of strategy when they are really elements of execution. That is yet another manifestation of the widespread, artificial, and unhelpful attempt to distinguish between choices that are “strategic” and ones that are “executional” or “tactical.” Remember that, regardless of what name you give them, these choices are a critical part of the integrated set of five choices that are necessary to successfully guide the actions of an organization. I had to tell my Australian friend that locking and loading on Where to Play choices, rather than setting the table for a great discussion of How to Win, actually makes it virtually impossible to have a productive consideration of How to Win. That is because no meaningful Where to Play choice exists outside the context of a particular How to Win plan. An infinite number of Where to Play choices are possible, and equally meritorious — before considering each’s How to Win. In other words, there aren’t inherently strong and weak Where to Play choices. They are only strong or weak in the context of a particular How to Win choice. Therefore, making lists of Where to Play choices before considering How to Win choices has zero value in strategy. For example, Uber made a Where to Play choice that included China because it’s a huge and important market. But being huge and important didn’t make that choice inherently meritorious. It would have been meritorious only if there had been a clear How to Win as well — which it appears there never was. Microsoft made a Where to Play choice to get into smartphone hardware (with its acquisition of Nokia’s handset business) because it was a huge and growing market, seemingly adjacent to Microsoft’s own, but it had no useful conception of how that would be twinned with a How to Win — and it lost spectacularly. P&G made a Where to Play choice to get into the huge, profitable, and growing pharmaceutical business with the acquisition of Norwich Eaton, in 1982. While it performed decently in the business, it divested the business in 2009 because, in those nearly two decades, it came to realize that it could play but never win in that still-exciting Where to Play. Moreover, no meaningful How to Win choice exists outside the context of a particular Where to Play. Despite what many think, there are not generically great ways to win — e.g., being a first mover or a fast follower or a branded player or a cost leader. All How to Win choices are useful, or not, depending on the Where to Play with which they are paired. A How to Win choice based on superior scale is not going to be useful if the Where to Play choice is to concentrate on a narrow niche — because that would undermine an attempted scale advantage. Undoubtedly, Uber thought its How to Win — having a easy-to-use ride-hailing app for users twinned with a vehicle for making extra money for drivers — would work well in any Where to Play. But it didn’t work in the Where to Play of China. It turned out that Uber’s How to Win had a lot to do with building a first-mover advantage in markets like the U.S.; when Uber was a late entrant, the Where to Play wasn’t a simple extension, and it exited after losing convincingly to first mover Didi. Perhaps Microsoft felt that its How to Win of having strong corporate relationships and a huge installed base of software users would extend nicely into smartphones, but it most assuredly didn’t. As a Canadian, I can’t help but recall the many Canadian retailers with powerful How to Wins in Canada (Tim Hortons, Canadian Tire, Jean Coutu) that simply didn’t translate to a Where to Play in the U.S. Perhaps there is some solace, however, in retailer Target’s disastrous attempt to extend its U.S. How to Win into the Canadian Where to Play — turnabout is, I guess, fair play. The only productive, intelligent way to generate possibilities for strategy choice is to consider matched pairs of Where to Play and How to Win choices. Generate a variety of pairs and then ask about each: Can it be linked to an inspiring, attractive Winning Aspiration? Do we currently have, or can we reasonably build, the capabilities that would be necessary to win where we would play? Can we create the Management Systems that would need to be in place to support the building and maintenance of the necessary capabilities? Those Where to Play and How to Win possibilities for which these questions can plausibly be answered in the affirmative should be taken forward for more consideration and exploration. For the great success stories of our time, the tight match of Where to Play and How to Win is immediately obvious. USAA sells insurance only to military personnel, veterans, and their families — and tailors its offerings brilliantly and tightly to the needs of those in that sphere, so much so that its customer satisfaction scores are off the charts. Vanguard sells index mutual funds/ETFs to customers who don’t believe that active management is helpful to the performance of their investments. With that tight Where to Play, it can win by working to achieve the lowest cost position in the business. Google wins by organizing the world’s information, but to do that it has to play across the broadest swath of search. It doesn’t matter whether the strategic question is to aim broadly or narrowly, or to pursue low costs or differentiation. What does matter is that the answers are a perfectly matched pair.

02 апреля, 10:00

Обзоры и идеи: Eaton Corporation - промышленный гигант в сфере электротехники и гидравлики

Уважаемые дамы и господа! В разделе "Обзоры и идеи" опубликован обзор Вадима сысоева, аналитика отдела анализа мировых рынков ГК "ФИНАМ", "Eaton Corporation - промышленный гигант в сфере электротехники и гидравлики" . Eaton на протяжении многих лет демонстрирует стабильные финансовые результаты несмотря на замедлени

31 марта, 18:40

Eaton (ETN) Hits 52-Week High: What's Driving the Stock?

Eaton Corporation (ETN) hit a new 52-week high of $74.53 on Mar 30, before closing the trading session a tad lower at $74.20.

31 марта, 18:29

Why Every National League Team Sucks

Although it's absurd to suggest that every MLB team will have a sub-par season, we took a pessimistic look at even the best teams in the National League.