#300211 by Terminator5
Fri Jul 08, 2016 6:03 pm
Fake US Government Regulator . Recovery Scam .
http://gov.usmarb.info/
United States of America
Mergers & Acquisitions Regulatory Board
Contact Us
U.S. Mergers and Acquisition Regulatory Board.
22 Causeway St #199
Boston, MA 02222
Phone: +1 (781) 623 0526
Fax: +1 (781) 623 0526
Email: [email protected]
Our Mandate
As the name implies the mandate of the U.S. Mergers and Acquisition Regulatory Board is to oversee, regulator and enforce the federal securities laws relating to corporate Mergers and Acquisitions (M&A). Secondary to our primary mandate but of no less importance, we interact with the various corporate and legal entities we may encounter during a merger or acquisition. In addition, we have a responsibility to ensure that all parties involved in any transaction conduct their business in a fair and transparent manner. We believe that good regulation is good for business, when fraud does occur; it damages the integrity of the entire M&A industry, we adopt a policy of strict adherence and interpretation of the appropriate Federal and State legislation's. One of the key trends the U.S. Mergers and Acquisition Regulatory Board must deal with is the global integration of M&A participants.
U.S. Mergers & Acquisition Regulatory Board
The Mergers and Acquisitions Regulatory Board is established to promote investor confidence in the securities and capital markets by providing more structure and government oversight. The mission of the Mergers and Acquisitions Regulatory Board is to protect investors and maintain integrity of the securities industry, overseeing major participants in the industry, including stock exchanges, broker-dealers, investment advisors, mutual funds, and public utility holding companies. The Mergers and Acquisitions Regulatory Board is concerned primarily with promoting disclosure of important information, enforcing securities laws, and protecting investors who interact with these various organizations and individuals.
Crucial to the Mergers and Acquisitions Regulatory Board's effectiveness is its enforcement authority. Each year the Mergers and Acquisitions Regulatory Board brings more enforcement actions against individuals and companies that break the securities laws. Typical infractions include insider trading, accounting fraud, and providing false or misleading information about securities and the companies that issue them.
Aside from administering and enforcing federal securities laws in order to maintain fair, honest, and efficient markets, the Mergers and Acquisitions Regulatory Board has continuously committed itself to disseminating information to the investing public in a timely and efficient manner, one channel of which is through its website that offers the public a wealth of informational resources.
Fighting securities fraud, however, requires teamwork. At the heart of effective investor protection is an educated and cautious investor. While it is the primary overseer and regulator of the securities markets, the works closely with many different institutions, including other federal departments and agencies, the self regulatory organizations, state securities regulators, and various private sector organizations.
Public Information
The U.S. Mergers and Acquisition Regulatory Board provides you with the latest public service information, including support guides, and special reports, summary of recent enforcements.
The Future of Mergers and Acquisitions
Beginning in 1980, with President Ronald Reagan's administration, The Standford Elite Regulators and Administration has adjusted its policies to allow more horizontal mergers and acquisitions. The states have responded by invoking their antitrust laws to scrutinize these types of transactions. Nevertheless, mergers and acquisitions have increased throughout the U.S. economy, including the health care industry, electric utilities, telecommunications corporations, and national defense contractors.
Mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance management dealing with the buying, selling, dividing and combining of different companies and similar entities that can aid, finance, or help an enterprise grow rapidly in its sector or location of origin or a new field or new location without creating a subsidiary, other child entity or using a joint venture. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations.
1.Improper documentation and changing implicit knowledge makes it difficult to share information during acquisition.
2.For acquired firm symbolic and cultural independence which is the base of technology and capabilities are more important than administrative independence.
3.Detailed knowledge exchange and integrations are difficult when the acquired firm is large and high performing.
4.Management of executives from acquired firm is critical in terms of promotions and pay incentives to utilize their talent and value their expertise.
5.Transfer of technologies and capabilities are most difficult task to manage because of complications of acquisition implementation. The risk of losing implicit knowledge is always associated with the fast pace acquisition.
Preservation of tacit knowledge, employees and literature are always delicate during and after acquisition. Strategic management of all these resources is a very important factor for a successful acquisition.
Increase in acquisitions in our global business environment has pushed us to evaluate the key stake holders of acquisition very carefully before implementation. It is imperative for the acquirer to understand this relationship and apply it to its advantage. Retention is only possible when resources are exchanged and managed without affecting their independence.
Although often used synonymously, the terms merger and acquisition mean slightly different things. The legal concept of a merger (with the resulting corporate mechanics, statutory merger or statutory consolidation, which have nothing to do with the resulting power grab as between the management of the target and the acquirer) and the business point of view of a "merger", which can be achieved independently of the corporate mechanics through various means such as "triangular merger", statutory merger, acquisition, etc. When one company takes over another and clearly establishes itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer "swallows" the business and the buyer's stock continues to be traded.
In the pure sense of the term, a merger happens when two firms agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a "merger of equals". The firms are often of about the same size. Both companies' stocks are surrendered and new company stock is issued in its place. However, actual mergers of equals don't happen very often. Usually, one company will buy another and, as part of the deal's terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if it is technically an acquisition. Being bought out often carries negative connotations; therefore, by describing the deal euphemistically as a merger, deal makers and top managers try to make the takeover more palatable.
A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly (that is, when the target company does not want to be purchased) it is always regarded as an acquisition.
Although at present the majority of M&A advice is provided by full-service investment banks, recent years have seen a rise in the prominence of specialist M&A advisers, who only provide M&A advice (and not financing). These companies are sometimes referred to as Transition companies, assisting businesses often referred to as "companies in transition."
The Great Merger Movement was a predominantly U.S. business phenomenon that happened from 1895 to 1905. During this time, small firms with little market share consolidated with similar firms to form large, powerful institutions that dominated their markets. It is estimated that more than 1,800 of these firms disappeared into consolidations, many of which acquired substantial shares of the markets in which they operated, the vehicle used were so-called trusts. In 1900 the value of firms acquired in mergers was 20% of GDP. In 1990 the value was only 3% and from 1998–2000 it was around 10–11% of GDP. Companies such as DuPont, US Steel, and General Electric that merged during the Great Merger Movement were able to keep their dominance in their respective sectors through 1929, and in some cases today, due to growing technological advances of their products, patents, and brand recognition by their customers. There were also other companies that held the greatest market share in 1905 but at the same time did not have the competitive advantages of the companies like DuPont and General Electric. These companies such as International Paper and American Chicle, saw their market share decrease significantly by 1929 as smaller competitors joined forces with each other and provided much more competition. The companies that merged were mass producers of homogeneous goods that could exploit the efficiencies of large volume production. In addition, many of these mergers were capital-intensive. Due to high fixed costs, when demand fell, these newly-merged companies had an incentive to maintain output and reduce prices, however more often than not mergers were "quick mergers". These "quick mergers" involved mergers of companies with unrelated technology and different management. As a result, the efficiency gains associated with mergers were not present. The new and bigger company would actually face higher costs than competitors because of these technological and managerial differences. Thus, the mergers were not done to see large efficiency gains; they were in fact done because that was the trend at the time, Companies which had specific fine products, like fine writing paper, earned their profits on high margin rather than volume and took no part in Great Merger Movement.
Address lookup
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Queried whois.afilias.info with "usmarb.info"...
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http://gov.usmarb.info/
United States of America
Mergers & Acquisitions Regulatory Board
Contact Us
U.S. Mergers and Acquisition Regulatory Board.
22 Causeway St #199
Boston, MA 02222
Phone: +1 (781) 623 0526
Fax: +1 (781) 623 0526
Email: [email protected]
Our Mandate
As the name implies the mandate of the U.S. Mergers and Acquisition Regulatory Board is to oversee, regulator and enforce the federal securities laws relating to corporate Mergers and Acquisitions (M&A). Secondary to our primary mandate but of no less importance, we interact with the various corporate and legal entities we may encounter during a merger or acquisition. In addition, we have a responsibility to ensure that all parties involved in any transaction conduct their business in a fair and transparent manner. We believe that good regulation is good for business, when fraud does occur; it damages the integrity of the entire M&A industry, we adopt a policy of strict adherence and interpretation of the appropriate Federal and State legislation's. One of the key trends the U.S. Mergers and Acquisition Regulatory Board must deal with is the global integration of M&A participants.
U.S. Mergers & Acquisition Regulatory Board
The Mergers and Acquisitions Regulatory Board is established to promote investor confidence in the securities and capital markets by providing more structure and government oversight. The mission of the Mergers and Acquisitions Regulatory Board is to protect investors and maintain integrity of the securities industry, overseeing major participants in the industry, including stock exchanges, broker-dealers, investment advisors, mutual funds, and public utility holding companies. The Mergers and Acquisitions Regulatory Board is concerned primarily with promoting disclosure of important information, enforcing securities laws, and protecting investors who interact with these various organizations and individuals.
Crucial to the Mergers and Acquisitions Regulatory Board's effectiveness is its enforcement authority. Each year the Mergers and Acquisitions Regulatory Board brings more enforcement actions against individuals and companies that break the securities laws. Typical infractions include insider trading, accounting fraud, and providing false or misleading information about securities and the companies that issue them.
Aside from administering and enforcing federal securities laws in order to maintain fair, honest, and efficient markets, the Mergers and Acquisitions Regulatory Board has continuously committed itself to disseminating information to the investing public in a timely and efficient manner, one channel of which is through its website that offers the public a wealth of informational resources.
Fighting securities fraud, however, requires teamwork. At the heart of effective investor protection is an educated and cautious investor. While it is the primary overseer and regulator of the securities markets, the works closely with many different institutions, including other federal departments and agencies, the self regulatory organizations, state securities regulators, and various private sector organizations.
Public Information
The U.S. Mergers and Acquisition Regulatory Board provides you with the latest public service information, including support guides, and special reports, summary of recent enforcements.
The Future of Mergers and Acquisitions
Beginning in 1980, with President Ronald Reagan's administration, The Standford Elite Regulators and Administration has adjusted its policies to allow more horizontal mergers and acquisitions. The states have responded by invoking their antitrust laws to scrutinize these types of transactions. Nevertheless, mergers and acquisitions have increased throughout the U.S. economy, including the health care industry, electric utilities, telecommunications corporations, and national defense contractors.
Mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance management dealing with the buying, selling, dividing and combining of different companies and similar entities that can aid, finance, or help an enterprise grow rapidly in its sector or location of origin or a new field or new location without creating a subsidiary, other child entity or using a joint venture. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations.
1.Improper documentation and changing implicit knowledge makes it difficult to share information during acquisition.
2.For acquired firm symbolic and cultural independence which is the base of technology and capabilities are more important than administrative independence.
3.Detailed knowledge exchange and integrations are difficult when the acquired firm is large and high performing.
4.Management of executives from acquired firm is critical in terms of promotions and pay incentives to utilize their talent and value their expertise.
5.Transfer of technologies and capabilities are most difficult task to manage because of complications of acquisition implementation. The risk of losing implicit knowledge is always associated with the fast pace acquisition.
Preservation of tacit knowledge, employees and literature are always delicate during and after acquisition. Strategic management of all these resources is a very important factor for a successful acquisition.
Increase in acquisitions in our global business environment has pushed us to evaluate the key stake holders of acquisition very carefully before implementation. It is imperative for the acquirer to understand this relationship and apply it to its advantage. Retention is only possible when resources are exchanged and managed without affecting their independence.
Although often used synonymously, the terms merger and acquisition mean slightly different things. The legal concept of a merger (with the resulting corporate mechanics, statutory merger or statutory consolidation, which have nothing to do with the resulting power grab as between the management of the target and the acquirer) and the business point of view of a "merger", which can be achieved independently of the corporate mechanics through various means such as "triangular merger", statutory merger, acquisition, etc. When one company takes over another and clearly establishes itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer "swallows" the business and the buyer's stock continues to be traded.
In the pure sense of the term, a merger happens when two firms agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a "merger of equals". The firms are often of about the same size. Both companies' stocks are surrendered and new company stock is issued in its place. However, actual mergers of equals don't happen very often. Usually, one company will buy another and, as part of the deal's terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if it is technically an acquisition. Being bought out often carries negative connotations; therefore, by describing the deal euphemistically as a merger, deal makers and top managers try to make the takeover more palatable.
A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly (that is, when the target company does not want to be purchased) it is always regarded as an acquisition.
Although at present the majority of M&A advice is provided by full-service investment banks, recent years have seen a rise in the prominence of specialist M&A advisers, who only provide M&A advice (and not financing). These companies are sometimes referred to as Transition companies, assisting businesses often referred to as "companies in transition."
The Great Merger Movement was a predominantly U.S. business phenomenon that happened from 1895 to 1905. During this time, small firms with little market share consolidated with similar firms to form large, powerful institutions that dominated their markets. It is estimated that more than 1,800 of these firms disappeared into consolidations, many of which acquired substantial shares of the markets in which they operated, the vehicle used were so-called trusts. In 1900 the value of firms acquired in mergers was 20% of GDP. In 1990 the value was only 3% and from 1998–2000 it was around 10–11% of GDP. Companies such as DuPont, US Steel, and General Electric that merged during the Great Merger Movement were able to keep their dominance in their respective sectors through 1929, and in some cases today, due to growing technological advances of their products, patents, and brand recognition by their customers. There were also other companies that held the greatest market share in 1905 but at the same time did not have the competitive advantages of the companies like DuPont and General Electric. These companies such as International Paper and American Chicle, saw their market share decrease significantly by 1929 as smaller competitors joined forces with each other and provided much more competition. The companies that merged were mass producers of homogeneous goods that could exploit the efficiencies of large volume production. In addition, many of these mergers were capital-intensive. Due to high fixed costs, when demand fell, these newly-merged companies had an incentive to maintain output and reduce prices, however more often than not mergers were "quick mergers". These "quick mergers" involved mergers of companies with unrelated technology and different management. As a result, the efficiency gains associated with mergers were not present. The new and bigger company would actually face higher costs than competitors because of these technological and managerial differences. Thus, the mergers were not done to see large efficiency gains; they were in fact done because that was the trend at the time, Companies which had specific fine products, like fine writing paper, earned their profits on high margin rather than volume and took no part in Great Merger Movement.
Address lookup
canonical name gov.usmarb.info.
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addresses 198.38.82.168
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Daniel 8 :25
