27 Haziran 2012 Çarşamba

JLo, Anthony Lines Will Continue At Kohl's

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Wall Street Journal
By Karen Talley

Singer and actress Jennifer Lopez remains committed to launching a clothing line at Kohl's Corp. with husband Marc Anthony despite recently announced plans to divorce.

Mark Young, Ms. Lopez's publicist, said the Kohl's launch in September "will proceed as planned." Mr. Young called Ms. Lopez's line "distinctive" and said it represents style in an accessible way.

The star couple announced over the weekend plans to split after seven years of marriage, and retail-industry watchers said it is bad timing for the planned apparel rollout. Over the weekend, after the couple's announcement, Kohl's also said the launch would continue and that the lines can stand by themselves.

"The Jennifer Lopez and Marc Anthony brands have always been positioned as two separate, distinctive collections," a spokeswoman for Kohl's said.

The retailer calls the lines the largest launch of exclusive merchandise in the company's 49-year history. Kohl's has been talking up the lines and planning a big publicity push as the retailer looks for the brands to boost sales.

The lines will encompass virtually every merchandise category that Kohl's carries. The brands will be a move by the department-store chain to step up its so-called aspirational, or higher-quality, offerings.

The products, with Ms. Lopez taking a big hand in the women's offerings and Mr. Anthony involved in the men's, were expected to be promoted around their lifestyles and publicized together.

"These kinds of situations create consumer disappointment and disengagement with the celebrity," said Robert Passikoff, founder of Brands Keys, a brand-consulting firm. "Right now, Kohl's has to go through with it. They have made an investment in the merchandise and the licensing fees."

In good news for Kohl's in terms of the couple shooting for an amicable divorce, they have said they will go through with their Latin talent-search show. "The best thing [Kohl's] can do is sit very quietly and hope there is no more bad news about Marc or Jennifer," Mr. Passikoff said.

Calling Off Auction, Borders to Liquidate

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New York Times
By Michael J. De La Merced and Julie Bosman
Published: July 18, 2011

Borders called off an auction for itself after finding no last-minute saviors, and instead plans to go ahead with a bid from two liquidators.

Although The New York Times is charging for some of their content, readers coming through links from search engines, blogs and LinkedIn will be able to read any article without restriction.
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Calling Off Auction, Borders to Liquidate

New Chairman To Head Zara's Parent Company

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by Barbara Barker
From WWD Issue 07/19/2011

Inditex will today enter a new era.

The parent company of Zara, Europe’s largest apparel retailer, will today see a change in management when chairman and founder Amancio Ortega, dubbed “the inventor of the Zaravolution,” steps down and hands the reins to Pablo Isla, who had been the group’s chief executive officer and deputy chairman since 2005.

But while the 75-year-old immensely secretive and low-key Ortega may be stepping down, he is hardly out — especially since he still controls the majority of the company’s shares. “Nothing has changed. He still controls the company and he still has a lot to say — and nobody doubts that he will say it,” said Sofía Vázquez, a reporter for La Voz de Galicia, a regional newspaper in the north of Spain, which is the company’s home base.

“Amancio is making another smart move, preparing for the future with similar logic and the same intelligence he has always used to run the company, but I think he’ll remain very close by,” added Linda Heras, international development director of Roberto Verino, a high-end apparel label and geographical neighbor.

Inditex operates 5,154 stores in 78 countries, with net profits of 1.73 billion euros, or $2.29 billion at average exchange, for the 2010 fiscal year on sales of 12.5 billion euros, or $16.5 billion. With eight chains led by Zara, Ortega’s empire has a workforce of roughly 100,000.

Under Isla’s watch, Inditex rolled out more than 2,800 stores with the top priorities being expansion in Asia and Eastern Europe, as well as growing e-commerce.

Pending shareholder approval, Isla will receive a hefty block of shares, worth 13.7 million euros, or $19.6 million at current exchange, as “a welcome gift” from Ortega, a company source confirmed.

About his succession, Isla said, “It is not a drastic move and there won’t be any major changes. I feel enormous responsibility and motivation to strengthen Inditex, and it’s the right moment. The transition will be smooth and very natural.”

Outside Inditex’s corporate inner sanctum, little is known about Ortega except that he’s the richest man in Spain — and the seventh richest (up two notches over last year) in the world, with a net worth of $31 billion, Forbes reported in March. His fortune includes Inditex stock — he has maintained a 59.3 percent stake in the company since it went public in 2001 — and luxury real estate projects in the U.S., Florida in particular, and in such major European cities as London, Paris, Lisbon, Berlin, Madrid and Barcelona. He has additional investments in banks, gas and tourism and owns a horse-jumping circuit and a soccer league.

Ortega is not much for fanfare and personal public relations is not in his DNA. He’s been quoted as saying, “Talk about my company, but not about me,” and he rarely appears in public.

One of the few to penetrate company walls is avant-garde Spanish artist Alicia Framis, whose filmed performance “Secret Strike — Inditex” (2006) chronicled a day in the life of Zara. “Inditex employees were very involved in the film,” Framis said. “Everybody wanted to be a part of it — except Amancio Ortega.”

Ortega’s is a rags-to-riches story. In the early Sixties, he came up with the idea of making basic garments like housecoats and underwear cheaper than anyone else. Production took place on his kitchen table, and the first item cut from cardboard patterns was a quilted pink robe with blue piping. In 1975, he opened his first store here, selling bathrobes for about 50 cents each.

Working from the age of 13 in local men’s wear shops, he had little formal education. “I couldn’t work and study at the same time; it’s that simple. My university was my profession. I wanted to be a different kind of impresario, one with a social conscience,” he told Covadonga O’Shea, onetime director of Spain’s prestigious fashion magazine Telva, in an authorized biography published in 2008.

“His success has not changed him,” O’Shea said. “His values are the same; he’s humble, affectionate, generous, and he loves the people he works with.”

Ortega lives with his second wife, Flora Pérez Marcote, in an apartment in La Coruña, an unpretentious seaside town about six miles from Inditex’s headquarters in the industrial zone of Arteixo. He doesn’t speak English and, according to an employee, “he’s approachable and into everything. He lives the product,” she said.

It remains to be seen how involved Ortega will be in the company he founded, now that Isla is taking over. But the next generation of the Ortega family already is involved: The founder’s youngest daughter, Marta Ortega, was last fall brought into company headquarters, and although she has no concrete job, department or title, she’s in on all major decision making. An Inditex spokesman said her arrival and the pending management succession are unrelated, however. “She will continue her training program, a mix of creative and commercial activities, within the group and, logically [as Ortega’s daughter], she’ll have a role but so far she isn’t officially involved in the company. We don’t know anything about her future.”

Prior to Isla’s promotion, Marta Ortega was considered the heir apparent, and she’s been well groomed for it. With a degree in business administration from London’s European Business School, she speaks four languages — including English, French and Italian — and to date has interned for company stores in London and Paris, with office stints in Asia and Barcelona.

In private, she is an accomplished equestrian, taking part in international competitions with rider-boyfriend Sergio Alvarez Moya — and as socially shy as her father.

25 Haziran 2012 Pazartesi

Ford sales climb to highest level since July - Puget Sound Business Journal (Seattle):

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But sales were down 24.2 percent comparef with May 2008, when the company sold 213,23i units. For the first five months of Dearborn, Mich.-based Ford (NYSE: F) sold 620,303e units, compared with 981,150 units during the same perioxd ayear earlier, a 36.8 percent In a sign that buyers might be coming back to the luxur vehicle market, Ford’s Lincoln division reported that it sold 8,565 units in May, a 2.2 percent increase over May when it sold 8,365 Sales of Ford made at the Louisville Assembly Plantg on Fern Valley Road, declined 34.6 to 5,315 units from 8,122 units a year ago. Salexs of the Mercury Mountaineer, also made at Louisvill Assembly, dropped 45.
2 percent, to 402 from 734 unitsa a year earlier. Sales of F-Seriex pickup trucks, including Super Duty trucks made at the Kentuckt Truck Plant onChamberlain Lane, dropped 22.3 percent, to 33,381 units, from 42,973 unitsa in May 2008. Sales of Ford Expedition SUVs, whicjh began production at Kentucky Truck Plant in declined40 percent, to 3,150 units from 5,252 unitxs a year earlier. Sales of the Lincoln Navigator, also made at Kentucky Truc Plant, dropped 40.6 percent, to 790 units from 1,3209 units a year earlier. Ford saw year-over-yearr gains in some of its car The companysold 19,786 Fusion sedans in May, up 9.4 percenrt from the year-earlier period when it sold 18,088u units.
Lincoln sold 1,553 Town Cars in May, up 103.3 perceny from May 2008, when it sold 764 of the luxuryh vehicles. Ford’s Volvo division sold 590 of its S60 up 9 percent fromMay 2008, when it sold 542 Also Tuesday, Ford announced a summeer promotion to draw more consumers to Through June 30, the automaker will covetr as much as three months of paymentse up to $2,100, and its Ford Credit subsidiary will offer zero percent financing on select Lincoln and Mercury vehicles.

Embarq, CenturyTel complete $11.6B deal - Business First of Louisville:

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Buyer (NYSE: CTL) completedf its $11.6 billion stock and debt purchase ofEmbarqw (NYSE: EQ), the companies announced earlyg Wednesday. The combined company, , will be based in Monroe, La., and potentially have $8 billiobn in annual revenue. It has more than 2.1 millionh broadband customers, 440,000 video subscribers and 7.5 million access lines in 33 states. Embarq shareholderzs are two-thirds owners of the combined havingreceived 1.37 CenturyTel shares for each Embarq sharer they owned. The deal included CenturyTel assuming $5.8 billionj in Embarq debt. The two brands will be converteed graduallyto CenturyLink, a process expectec to conclude later this year.
“The completion of this mergef is a significant event forour customers, communities, investors and CEO Glen Post III, who had been head of said in the release. “CenturyLink has the advanced networks, the people and the financial stability to deliver the reliable and innovative serviced that our customers wantand need. We look forward to this excitinhg new chapter inour company’e history.” CenturyLink will keep “a significant presence” in the Overlanc Park area, though that location wasn’t among the regional operating headquarters listed: Las Vegas; Wentzville, Mo.; Fla.; Wake Forest, N.C.; and La Wis.
Embarq now employs aboutg 2,800 in the area, down from 4,5009 when it spun off from (NYSE: S) in 2006. That drop reflectsx the sale of Embarq’s logistics unit earlierd this year and continual job cuts as the compang has attempted to keep a lid on costs in anindustry that’sx losing core customers to mobile The recession has accelerated that and observers say that could mean deeper and faster cuts than originally anticipated as the companie integrate. By joining, the ruralk phone companies expect to saveaboutt $400 million a year in operating and capital expensesw by 2011. They expect combined operating cash flow of morethan $4.2 billion and free cash flow of about $1.
9 CenturyTel expects to continue its current annual dividend of $2.80 a share. The combinatio n is expected to add to free cash flow per sharein 2010. Sharesa continue to trade undef CenturyTel’s ticker symbol. Embarq CEO Tom Gerke will servde as executive vice chairman of the CenturyLin board and oversee regulatory and governmental relationa andhuman resources. Embarq ranksx No. 3 on the Kansasa City BusinessJournal ’s list of area public

Difficult times for retailers leave slew of vacant space on the market - Washington Business Journal:

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“Your community shopping centers that houser the grocery stores anddrug stores, the ones withinm five miles of your they’ll weather the storm just fine, but the discretionary centers are taking more of a hit,” said Erin spokeswoman. “Not a lot of retaileras are expanding. It will be difficult to fill spaces now, but that doesn’yt mean the spaces won’t fill eventually.” The difficultt environment is starting to causesome casualties. In mid the operator of more than200 malls, including five in filed for Chapter 11 bankruptcy Chicago-based sought protection from listing $29.5 billion in assets and aboutf $27.
3 billion in debts, making it the largest real estate bankruptcy in U.S. The company’s shopping mall holdings in includes: Colonyh Square Mall in Zanesville, Beachwood Place and Maumee’s Shops at Falleb Timbers. It also has a partial stake in the Florence Mall and KenwoodcTowne Centre, both in Cincinnati. Things are so desperate in the sector that mallxs are resorting to gimmicks suchas wave-makinvg machines, acccording to an April reporg by the New York Times. The paper reported that severaol malls across the country are planning to instalol a contraption called the Flowrider in vacantretaipl space.
Kelly Tackett, a senior consultan with Columbus-based , said apparel shopws and mall-based chains are strugglingg the most, and the developments that lean heavy on those storezsare struggling, too. The ones in a positioj to survive are inthe value-orientecd space. “Save-A-Lot and Aldi are accelerating theirdopening pace. Wal-Mart will benefit. They’ve been reinvesting in their storex for years to upgrade theshopping experience,” Tackett Sageworks Inc.
, a Raleigh-bases financial research firm, singled out auto parts, building material, home furnishings and furnitured stores as five of the worst performinf retail segments in 2008, all postiny sales declines last year compared to 2007. Accordinbg to Retail Forward’s annual ShopperScapew report, released in June, traffix at strip malls, regionap malls and lifestyle centers has decline forthree years. Power defined as strip centers with at leastr one discount department storwor superstore, and outlet mallsd were the only centers to gain trafficf between June 2006 and 2008.
“The landlord with little debt and great liquidity reserves along with a strong balance sheet shoulfd maintain a strong position for the saidAvi Abroms, senior leasing representative with Centri Properties Group, which has corporatew headquarters in Australia. The names of businesses going away or already gone include national players and and regionapl retailers suchas , Mervyn’s LLC and Gottschalksd Inc. And on April 22, Columbus-base said it unloaded its Filene’s Basementf division, telling investors the future of the chaimremains uncertain. Last year, Retail Ventures sold off its Valued City DepartmentStores chain.
Filene’s is undefr the control of a California liquidation andturnaround firm. All that means a lot of squarwe footage is hitting the Circuit City had five Central Ohio Value City closed its two remaining Columbuas shopsbefore Christmas, while a thirde has been converted into a Burlington Coat Linens ‘n’ Things shuttered two area stores. Even retailerws who aren’t closing for good are curtailintggrowth plans. said it only will open 10 U.S. locationsx this year, a steep decline from the 90 openedin 2008. is cuttingv its capital expendituresto $200 millio n for 2009, down from $479 million last year and $749 milliob in 2007.
The compan y plans 50 new stores, 27 of whichg will be in versus 145 new shopslast year. is focused on converting its 560 Limited Too storexs into themore value-priced and power-center-based Justicre brand and will slow the growtuh of new stores. plan 10 openings, down from 41.

Texas teachers buy ProLogis portfolio - Houston Business Journal:

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Denver-based ProLogis, one of the world’se leading industrial landlords, has completedr a sale of 33.2 millionn square feet to the Teachers Retirement Systemj of Texas andits partner, Stockbridges Real Estate Funds, a San Francisco investment period. The sale includes 1.1 million square feet of industrial space in the Portland much of it centered in the AirporgWay submarket. Steve Steppe, managing director of Stockbridge’ San Francisco office, confirmed the sale closed as expected durinhg thesecond quarter, but provided no additionall details.
The ProLogis sale is the first mega-deakl to close since credit markets froze last year and has the potentiall to establishnew recession-era valuew for industrial real Properties such as the ones ProLogisa operates have sold for $60 to $80 a squared foot in recent years. The ProLogis portfolio was publiclu valuedat $1.43 billion or $43 per squaree foot.

Space Data teams for wireless smart grid communications - Birmingham Business Journal:

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Chandler-based Space Data announced the plan Monday to offer up a portionj of the wireless spectrum it owns to be used in conjunctiob with equipment fromMenlo Calif.-based Full Spectrum. The two companies say the deal will allowq utilities to ownprivate wide-are networks to provide commands to smartt grids. “The combination of our interference-free, high-powerefd frequencies with state-of-the-art WiMax technology provide utilities with a dedicateds private broadbandwireless system,” said Jerrh Knoblach, CEO of Space Data.
For severao years, Space Data has been developinv a system of wireless communications using weather balloone to carryequipment aloft, providing a wide area of The company also has been providinfg communications for several years in the utilitgy sector. Smart grids are the latest applicationm of technology inthe nation’s power They will transform the national power grid into one that is more allowing it to deliver more power to areas of the countrgy that need it.
The two companies believd their product would allow grid operatoras to control distribution remotely through awireless “In terms of grid automation, much of the focuz to date has been directed toward automatixc meter reading and control. However, real-time commansd and control of higher-level grid devices are of equal, if not importance in the drive for overallgrid efficiency,” said Stewarg Kantor, CEO of Full Spectrum.

24 Haziran 2012 Pazar

Topshop Adds "Dress Up" Line

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by Sharon Edelson
From WWD Issue 07/18/2011

Topshop’s new collection, Dress Up, should do well in its flagship in Las Vegas opening in March. It does, after all, feature sequins.

“Dress Up, is just that: very elaborate, embellished pieces in fine silks and satin with beading and sequins,” said Sir Philip Green, the owner of Arcadia Group, parent company of Topshop and its men’s counterpart, Topman. “It will probably do quite well in Las Vegas, where we’ll have a bigger assortment of ‘going out’ apparel. Dresses is one of our strongest areas and evening shoes is also one of our strongest sellers. We’ll buy deeper into those categories. ”

The flagship, which will have 180 feet of frontage, will cost $8 million to $10 million to build, Green said.

While Dress Up seems tailor-made for the Las Vegas unit, Green said “there was a hole in the market for all of our customers. When we were figuring out something new to introduce, [we found] there was something our customer was missing, a cocktail dress at a $120 price point or a long silk gown you could wear to a wedding for $350.”

Dress Up has several distinctly Vegas-like offerings such as a multicolored sequin dress with stars and geometric shapes and multicolored beaded fringes on the sleeves and hem; a strapless pink confection with tiny pleats, tiers of ruffles, black ribbon and overlapping seashell-shaped fabric on the bodice and a gold sequin dress with black leopard spots.

Green said lease negotiations are taking place at several locations simultaneously. “We’re still looking at something else in New York, as well as Los Angeles and Miami,” he said. Las Vegas’ economic difficulties haven’t given him much pause. “Every city’s been through a downturn,” he said. “There’s a lot of local people. There’s still sufficient people in the city.” Besides, the Las Vegas unit “is a fairly large store, but it’s not 100,000 square feet like the London flagship.”

Topshop, which opened a flagship in Manhattan’s SoHo in 2009, is learning what New Yorkers want. “They like to stay in fashion,” he said. “We’re not selling T-shirts and jeans. Trends is what they want to buy. We’ve got people on the ground in Las Vegas and Chicago. We’re doing our homework.”

A Topshop/Topman flagship at 830 North Michigan Avenue is scheduled to open on Sept. 7 or 8. “It would be nice to have Mrs. Obama as a customer,” Green said, but added that he’s made no outreach to her. “We’re definitely looking to do pop-up stores in Chicago and Las Vegas. It’s good for familiarizing customers with the brand. If you do it off-site, in an area that’s not near the store, you can reach a new customer base. We did one in the Hamptons on June 18 for customers that don’t necessarily make it to the [SoHo] store.”

The Chicago store will have two entrances, one on North Michigan Avenue and another on Pearson Street. About 100 exclusive pieces are being designed for the store, including two suits, one in black lace and the other in yellow and black.

The opening of a Toronto flagship is being slightly delayed until the second week in September due to building issues, Green said. Topshop/Topman recently opened a pop-up shop there, so Green wants to do something different, probably linked to the Toronto Film Festival, Sept. 7 to 18.

Topshop/Topman will be entering Brazil in February or March and Australia is also on tap. Green said he’s negotiating to open stores in Mexico. He’s also found a site for a new flagship in the U.K., near West Ham and the 2012 London Olympic Park. “It’s exciting to open in places where you’ve never operated before,” he said, “going into new territories, learning new things, learning about new markets.” Referring to Las Vegas, he added: “I’ve wanted somewhere else where I can stay up late.”

Brooklyn Lease Negotiations Continue For Walmart, Penney's

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Wall Street Journal
By Eliot Brown and Joseph De Avila

The Related Cos. is in advanced lease negotiations with Wal-Mart Stores Inc. and J.C. Penney Co. about anchoring a mall in southeast Brooklyn, according to people familiar with the matter.

Wal-Mart has long been considering the site overlooking the Belt Parkway just west of Howard Beach. But talks have intensified in recent months as the company has expanded a publicity campaign and taken steps to mollify potential critics, the people said.

The outlook for the 630,000-square-foot development—which would accomplish Wal-Mart's longtime goal of opening a location in the city—was boosted by J.C. Penney's strong interest. The combination of the two large stores would likely give the project sufficient financial viability to move forward despite the uncertainties that continue to cloud the slowly recovering economy.

J.C. Penney, which was based in Manhattan for about seven decades before moving to Texas, already has stores in all four other boroughs. But Wal-Mart doesn't, and its possible entry into the city has sparked strong opposition from labor unions, community groups and some elected officials.

Hurdles to Wal-Mart's beachhead remain. For starters, Related has yet to finalize a purchase of a portion of the site from the state, the price for which has come under criticism from Wal-Mart opponents.

But the project doesn't require further approval by the City Council, typically a major obstacle for developers. Given a 2009 rezoning, Related is free to build any big-box store on the site once it takes control.

Representatives for Wal-Mart, J.C. Penney and Related declined to comment on lease negotiations. "We still have not signed any leases anywhere in the city," Steven Restivo, a spokesman for Wal-Mart, said last week. "We continue to evaluate opportunities across the five boroughs."

Wal-Mart and J.C. Penney would take around 150,000 square feet each in the planned Gateway Center II mall, according a person familiar with discussions. The project would sit just north of Related's Gateway Center mall, which was completed in 2002 and houses a Target and a Best Buy.

Wal-Mart, which has unsuccessfully sought to break into the New York market in the past, has been investing considerable resources in an attempt to pave the way for an entrance over the objections of a powerful set of unions and elected officials.

Two labor groups, the United Food and Commercial Workers and the Retail, Wholesale and Department Store Union, have been particularly aggressive in combating Wal-Mart, which has long been opposed to a unionized work force. They are joined by elected officials including Council Speaker Christine Quinn and community groups worried about the giant discounter's impact on local merchants.

To counter the critics, Wal-Mart has launched a public-relations campaign to tout the retailer's virtues through fliers and newspaper and radio ads.

In the first four months of the year alone, Wal-Mart spent more than $1.7 million on consultants, most of which was directed at firms that do advertising and polling, according to lobbying records.

Earlier this month, the company announced a $4 million donation to a New York City job program at a news conference with Mayor Michael Bloomberg. Wal-Mart also recently signed up as a $150,000 sponsor for a summer concert series hosted by Brooklyn Borough President Marty Markowitz that includes performances by such artists as Queen Latifah.

The sponsorship drew praise from Mr. Markowitz, who has been critical of Wal-Mart in the past. In a statement on Sunday, he said he isn't "philosophically" opposed to Wal-Mart, but declined to comment on Related's plans. He said he believes the retailer should pay "a fair wage" and allow workers to unionize.

The push seems to have created a sense of inevitability among many elected officials, particularly given that the company has said it only intends to take space in stores where City Council approval isn't necessary, making it difficult to block. Earlier this year, Wal-Mart also won some labor support by signing a five-year contract with the Building and Construction Trades Council of Greater New York that guarantees that any of the company's store construction would be done with union labor.

Even Ms. Quinn, a vocal Wal-Mart critic, earlier this year offered to broker a deal between the company and the Hunts Point Terminal produce market. Under the deal, Wal-Mart would have committed to buying at least 5% of its produce from the market, although talks fizzled.

Aides to Ms. Quinn last week downplayed the potential deal and said Ms. Quinn hasn't changed her position on Wal-Mart and that she continues to oppose the company coming to New York.

Critics of the possible Wal-Mart Brooklyn development have recently stepped up efforts to block Related's purchase from the state of a 21-acre piece of the mall site. Related already controls the rest.

Last week, critics released a state memorandum from the Office of General Services that detailed how Related had renegotiated the purchase price for the state-owned land. The price was reduced in 2010 to $14.5 million from the $32.5 million it agreed to pay in 2009.

According to the memo, the price was changed partly because of an appraisal that showed a lower value for the site. Also, Related had been counting on at least $7.5 million in expected government incentives that proved unavailable. The mall is part of a larger 227-acre development that includes low-income housing, retail and parkland.

"The Gateway 2 development will expand on the enormously successful project that has already brought great economic benefits to this area," creating thousands of jobs, said Joanna Rose, a spokeswoman for Related, last week.

The land sale must be approved by state agencies and the state comptroller. A spokesman for the comptroller's office said last week that it hadn't yet received the proposal.

JLo, Anthony Lines Will Continue At Kohl's

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Wall Street Journal
By Karen Talley

Singer and actress Jennifer Lopez remains committed to launching a clothing line at Kohl's Corp. with husband Marc Anthony despite recently announced plans to divorce.

Mark Young, Ms. Lopez's publicist, said the Kohl's launch in September "will proceed as planned." Mr. Young called Ms. Lopez's line "distinctive" and said it represents style in an accessible way.

The star couple announced over the weekend plans to split after seven years of marriage, and retail-industry watchers said it is bad timing for the planned apparel rollout. Over the weekend, after the couple's announcement, Kohl's also said the launch would continue and that the lines can stand by themselves.

"The Jennifer Lopez and Marc Anthony brands have always been positioned as two separate, distinctive collections," a spokeswoman for Kohl's said.

The retailer calls the lines the largest launch of exclusive merchandise in the company's 49-year history. Kohl's has been talking up the lines and planning a big publicity push as the retailer looks for the brands to boost sales.

The lines will encompass virtually every merchandise category that Kohl's carries. The brands will be a move by the department-store chain to step up its so-called aspirational, or higher-quality, offerings.

The products, with Ms. Lopez taking a big hand in the women's offerings and Mr. Anthony involved in the men's, were expected to be promoted around their lifestyles and publicized together.

"These kinds of situations create consumer disappointment and disengagement with the celebrity," said Robert Passikoff, founder of Brands Keys, a brand-consulting firm. "Right now, Kohl's has to go through with it. They have made an investment in the merchandise and the licensing fees."

In good news for Kohl's in terms of the couple shooting for an amicable divorce, they have said they will go through with their Latin talent-search show. "The best thing [Kohl's] can do is sit very quietly and hope there is no more bad news about Marc or Jennifer," Mr. Passikoff said.

Borders Headed Toward Cliff -- Will Probably Go Over

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Wall Street Journal
By Mike Spector and Jeffery A. Trachtenberg

Borders Group Inc. inched closer to liquidation Sunday after a bidding deadline passed without offers that would keep the U.S.'s second-largest bookstore chain in business, said people familiar with the matter.

Bids for Borders were due at 5:00 p.m. EDT Sunday ahead of a bankruptcy-court auction scheduled for Tuesday.

Still, Borders is likely to entertain offers right up until the scheduled auction in the hopes a white knight will emerge to save the chain.

By late Sunday, Borders was in discussions with Books-A-Million Inc., a bookstore chain based in Birmingham, Ala., on some kind of potential deal, said people familiar with the matter. It remained unclear whether Books-A-Million would be in a position to save all of what remains of Borders, and fluid discussions were under way with other parties, too, one of the people said. Books-A-Million's 2011 annual report said it operates 231 stores in 23 states and the District of Columbia and sells on the Internet. Books-A-Million couldn't be reached.

The dearth of bids to keep the company running increases the odds that Borders, which employs nearly 11,000 people, will be sold to a group of liquidators this week, putting the chain out of business for good.

If a new bidder fails to emerge in the next 48 hours or so, a new wave of vacancies would hit big-box stores in malls and shopping centers across the U.S. About 400 Borders stores remain, including about 259 superstores. Their closure could hasten the decline in sales of hardcovers and paperbacks and could boost sales of electronic books at Amazon.com Inc. and other online retailers. Barnes & Noble Inc. would be left as the sole remaining national book chain.

Borders Group President Mike Edwards said Sunday in an interview that the retailer had received some inquiries over the weekend. "Hopefully we'll see a positive outcome," he said.

Borders's best chance to survive fell apart last week, when negotiations with private-equity investor Jahm Najafi to buy the company collapsed. A subsidiary of Mr. Najafi's Direct Brands, a company that markets books and DVDs straight to consumers, was set to be the opening bidder in Tuesday's auction, offering $215 million and an assumption of $220 million in liabilities.

But creditors, including publishers and landlords, objected to the bid's structure, saying it would allow Mr. Najafi to liquidate Borders after he bought the company. The creditors argued that a backup bid from liquidators led by Hilco Merchant Resources and Gordon Brothers Group that could pay them between $252 million and $284 million made for a better deal.

In an interview Sunday afternoon, Mr. Najafi said his company wouldn't bid again for Borders. "We have reluctantly made a decision not to participate in the auction," said Mr. Najafi, who heads Phoenix-based Najafi Cos.

Mr. Najafi, whose Direct Brands unit owns Book of the Month Club, had been willing to relinquish the clause in his offer allowing him to liquidate Borders to appease creditors. But in exchange, he wanted large publishers to commit to shipping merchandise to Borders on normal terms that allowed bills to be paid later instead of right away. Mr. Najafi wanted those terms so he would have a level playing field with rivals such as Barnes & Noble and Amazon.

At least one publisher wouldn't budge, and Mr. Najafi declined to alter his terms. Borders then pivoted to naming liquidators the opening bidders in the chain's auction.

Separately, Gordon Brothers Group named a new chief executive, Gary Talarico. Mr. Talarico said in an email that he wouldn't rule out making a run at Borders's intellectual property—its brand name, website, and customer lists, among other things.


New Chairman To Head Zara's Parent Company

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by Barbara Barker
From WWD Issue 07/19/2011

Inditex will today enter a new era.

The parent company of Zara, Europe’s largest apparel retailer, will today see a change in management when chairman and founder Amancio Ortega, dubbed “the inventor of the Zaravolution,” steps down and hands the reins to Pablo Isla, who had been the group’s chief executive officer and deputy chairman since 2005.

But while the 75-year-old immensely secretive and low-key Ortega may be stepping down, he is hardly out — especially since he still controls the majority of the company’s shares. “Nothing has changed. He still controls the company and he still has a lot to say — and nobody doubts that he will say it,” said Sofía Vázquez, a reporter for La Voz de Galicia, a regional newspaper in the north of Spain, which is the company’s home base.

“Amancio is making another smart move, preparing for the future with similar logic and the same intelligence he has always used to run the company, but I think he’ll remain very close by,” added Linda Heras, international development director of Roberto Verino, a high-end apparel label and geographical neighbor.

Inditex operates 5,154 stores in 78 countries, with net profits of 1.73 billion euros, or $2.29 billion at average exchange, for the 2010 fiscal year on sales of 12.5 billion euros, or $16.5 billion. With eight chains led by Zara, Ortega’s empire has a workforce of roughly 100,000.

Under Isla’s watch, Inditex rolled out more than 2,800 stores with the top priorities being expansion in Asia and Eastern Europe, as well as growing e-commerce.

Pending shareholder approval, Isla will receive a hefty block of shares, worth 13.7 million euros, or $19.6 million at current exchange, as “a welcome gift” from Ortega, a company source confirmed.

About his succession, Isla said, “It is not a drastic move and there won’t be any major changes. I feel enormous responsibility and motivation to strengthen Inditex, and it’s the right moment. The transition will be smooth and very natural.”

Outside Inditex’s corporate inner sanctum, little is known about Ortega except that he’s the richest man in Spain — and the seventh richest (up two notches over last year) in the world, with a net worth of $31 billion, Forbes reported in March. His fortune includes Inditex stock — he has maintained a 59.3 percent stake in the company since it went public in 2001 — and luxury real estate projects in the U.S., Florida in particular, and in such major European cities as London, Paris, Lisbon, Berlin, Madrid and Barcelona. He has additional investments in banks, gas and tourism and owns a horse-jumping circuit and a soccer league.

Ortega is not much for fanfare and personal public relations is not in his DNA. He’s been quoted as saying, “Talk about my company, but not about me,” and he rarely appears in public.

One of the few to penetrate company walls is avant-garde Spanish artist Alicia Framis, whose filmed performance “Secret Strike — Inditex” (2006) chronicled a day in the life of Zara. “Inditex employees were very involved in the film,” Framis said. “Everybody wanted to be a part of it — except Amancio Ortega.”

Ortega’s is a rags-to-riches story. In the early Sixties, he came up with the idea of making basic garments like housecoats and underwear cheaper than anyone else. Production took place on his kitchen table, and the first item cut from cardboard patterns was a quilted pink robe with blue piping. In 1975, he opened his first store here, selling bathrobes for about 50 cents each.

Working from the age of 13 in local men’s wear shops, he had little formal education. “I couldn’t work and study at the same time; it’s that simple. My university was my profession. I wanted to be a different kind of impresario, one with a social conscience,” he told Covadonga O’Shea, onetime director of Spain’s prestigious fashion magazine Telva, in an authorized biography published in 2008.

“His success has not changed him,” O’Shea said. “His values are the same; he’s humble, affectionate, generous, and he loves the people he works with.”

Ortega lives with his second wife, Flora Pérez Marcote, in an apartment in La Coruña, an unpretentious seaside town about six miles from Inditex’s headquarters in the industrial zone of Arteixo. He doesn’t speak English and, according to an employee, “he’s approachable and into everything. He lives the product,” she said.

It remains to be seen how involved Ortega will be in the company he founded, now that Isla is taking over. But the next generation of the Ortega family already is involved: The founder’s youngest daughter, Marta Ortega, was last fall brought into company headquarters, and although she has no concrete job, department or title, she’s in on all major decision making. An Inditex spokesman said her arrival and the pending management succession are unrelated, however. “She will continue her training program, a mix of creative and commercial activities, within the group and, logically [as Ortega’s daughter], she’ll have a role but so far she isn’t officially involved in the company. We don’t know anything about her future.”

Prior to Isla’s promotion, Marta Ortega was considered the heir apparent, and she’s been well groomed for it. With a degree in business administration from London’s European Business School, she speaks four languages — including English, French and Italian — and to date has interned for company stores in London and Paris, with office stints in Asia and Barcelona.

In private, she is an accomplished equestrian, taking part in international competitions with rider-boyfriend Sergio Alvarez Moya — and as socially shy as her father.

23 Haziran 2012 Cumartesi

Madonna/Lourdes Collection At Macy's Expands

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by David Lipke
From WWD Issue 07/18/2011

Macy's shoppers will be living in a bigger Material Girl world come fall.

Madonna, Iconix Brand Group Inc. and Macy’s, all partners in the juniors brand, are launching a range of new product categories, including beauty, intimates and sleepwear, and expanded programs in denim, outerwear and social dresses.

The first beauty offerings, which include nail polish, lip gloss, body sprays and lotions will be in Macy’s stores Aug. 15, with eye palettes arriving on Sept. 15. The intimates and sleepwear are hitting stores this week, the denim will be available on Aug. 15, social dresses Sept. 15 and outerwear on Oct. 15.

“It was so much fun getting to pick all of my favorite scents for the Material Girl body products and lip glosses,” said Lourdes “Lola” Leon, Madonna’s 14-year-old daughter who serves as a public face of the brand and helps oversee creative direction and design. “The body products have fun names like Wicked Watermelon, Flirty Fruit, Midnight Magnolia and Sinful Sugar. I chose scents that I loved.”

The move into new categories for Material Girl comes as Macy’s expands the brand’s footprint. Material Girl will be in 300 Macy’s doors this fall, up from 200 at its initial launch last August and 250 this past spring. As of July 2, there were 805 Macy’s stores in the U.S.

Macy’s declined to provide total sales figures for Material Girl, but Martine Reardon, executive vice-president of marketing and advertising, said the line was performing well. “If you walk onto the sales floor, you’ll see how prominent a positioning it has on our juniors floor. It is one of our top-five brands in juniors,” she noted. “We are focusing on this youth consumer with fast-fashion that is trend-right and extremely affordable.”

The Material Girl beauty products will retail from $7 to $12. Body washes, body lotions and body mists will come in six scents, the nail polish in 10 colors, and the lip gloss in 12 variations. Eye palettes will come in two variations, including “Soft & Pretty” and “Smoky and Sexy,” and include four eye shadows, a pencil, a dual-end applicator and mirror.

Some beauty items will also be placed near registers to encourage impulse buys. “We have brand-new fixtures to highlight the beauty products, as well as new accessories, within the Material Girl world,” said Reardon.

Intimates retail for $5 to $29 and include solid and polka dot pushup bras, bustiers, boyfriend briefs, rose-print lace panties and cupped cami bras. Sleepwear retails for $14 to $22 and includes tanks, tunics, sweatshirts, boxers and lounge pants.

“The woven waistbands on the underwear have the Material Girl logo on them, so there’s a status feel to them. Girls want to wear this brand and show it off now,” said Lanie List, chief merchandising officer at Iconix Brand Group. Taking a page from Madonna’s “Like a Virgin” and “Express Yourself” days, List expects Material Girl customers to wear some of the innerwear as fashion pieces.

While the brand sits on the juniors floor and has a soon-to-be high school sophomore at its creative helm, the core customer is 18 to 25 years old.

“Lola is 14 but she lives in New York City and has a very famous mom, so she has a very sophisticated eye,” explained List. “Lola is here once a month and sometimes more. She brings stuff from her own closet for inspiration. For the bath and body products she probably had 100 scents in front of her. She has a very mature approach to product development.”

Madonna is a less frequent visitor to Iconix headquarters in New York than her daughter, but she wields final say in much of the product, said List. “Madonna definitely has creative input also. It’s a collaboration between the two. If Lola goes to a place with an idea that Madonna doesn’t think is appropriate for the brand, she’ll veto it. She’s a branding expert,” said List.

While Material Girl already has some denim, outerwear and party dresses in its current merchandise assortments, for fall the brand will blow out those categories with full product assortments, as they have been key sales drivers in the collections. Outerwear will retail for $59.50 to $89.50 and includes cape coats and bomber jackets. Party dresses adorned with sequins, feathers, lace and beading will retail for $59 to $79. Denim, which will encompass 20 trend-driven styles, including faded flares, studded jeans, overdyed styles in vivid colors, acid-wash skinny jeans and suspender styles, will retail from $29.50 to $32.50.

Macy’s and Iconix are supporting the expansion of Material Girl this fall with an advertising campaign that features Kelly Osbourne for the second consecutive season. The fall media buy includes People StyleWatch, Nylon, Seventeen, Teen Vogue and Cosmopolitan, in addition to outdoor — including a Times Square billboard and the Macy’s Jumbotron in Herald Square — and online celebrity and fashion blogs.

Mike Boylson Leaves Penney's

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by David Moin
From WWD Issue 07/18/2011

J.C. Penney Co. Inc.’s marketing team has experienced a string of departures, among them its top official, Mike Boylson, executive vice president and chief marketing officer.

Boylson’s exit has raised speculation that incoming chief executive officer Ron Johnson has already begun cleaning house at Penney’s. Johnson is expected to bring a lot of change to the business, just as he did at Apple, where as senior vice president of retail he orchestrated the brand’s fast-paced, innovative and highly productive retail strategy from its inception in 2001 to more than 300 stores currently in the U.S. and abroad.

Boylson left Penney’s at the beginning of July, though Penney’s did not announce his departure despite his stature and long history there. Boylson joined the retailer as a management trainee in 1978, rose up the ranks to store manager, district manager, vice president and director of marketing planning and promotions, and finally executive vice president in April 2003. He oversaw a huge, high-profile marketing program with an annual advertising budget estimated at around $1 billion.

Two other marketing executive also recently left Penney’s: Nick Bomersbach, vice president of marketing for jcpenney.com and a 10-year veteran of Penney’s, and Christine Laczai, director of digital marketing who has been with Penney’s for two years and previously worked with VF Corp.

In confirming Boylson’s departure Friday, Penney’s said it has begun a search for Boylson’s successor. “Mike Boylson informed J.C. Penney in early June of his intention to retire on July 1,” a Penney’s spokeswoman said. It’s expected that Penney’s will hold off on filling the other vacancies until a new executive vice president of marketing is determined. Bill Gentner, Penney’s senior vice president of marketing planning and promotions, is acting as interim chief marketing officer.

Johnson joins Penney’s board on Aug. 1. and becomes ceo in November but has already been getting his feet wet. He accompanied Penney’s current ceo and chairman, Myron E. “Mike” Ullman 3rd, to Hong Kong for the chain’s annual supplier summit, where key suppliers learn about the state of Penney’s business and long-range plans.

In addition to making organizational changes, Johnson is expected to drive Penney’s Web presence, introduce new products and get the Penney’s team to think differently. Penney’s close to $18 billion in sales last year is still under prerecession volumes, but the company has the potential for growth and for elevating its image to attract younger customers. Johnson was lured to Penney’s by the prospect of reinventing another slice of retail, just as he did with the technology sector, and by the opportunity to be the top gun at a multi-billion dollar corporation.

Brooklyn Lease Negotiations Continue For Walmart, Penney's

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Wall Street Journal
By Eliot Brown and Joseph De Avila

The Related Cos. is in advanced lease negotiations with Wal-Mart Stores Inc. and J.C. Penney Co. about anchoring a mall in southeast Brooklyn, according to people familiar with the matter.

Wal-Mart has long been considering the site overlooking the Belt Parkway just west of Howard Beach. But talks have intensified in recent months as the company has expanded a publicity campaign and taken steps to mollify potential critics, the people said.

The outlook for the 630,000-square-foot development—which would accomplish Wal-Mart's longtime goal of opening a location in the city—was boosted by J.C. Penney's strong interest. The combination of the two large stores would likely give the project sufficient financial viability to move forward despite the uncertainties that continue to cloud the slowly recovering economy.

J.C. Penney, which was based in Manhattan for about seven decades before moving to Texas, already has stores in all four other boroughs. But Wal-Mart doesn't, and its possible entry into the city has sparked strong opposition from labor unions, community groups and some elected officials.

Hurdles to Wal-Mart's beachhead remain. For starters, Related has yet to finalize a purchase of a portion of the site from the state, the price for which has come under criticism from Wal-Mart opponents.

But the project doesn't require further approval by the City Council, typically a major obstacle for developers. Given a 2009 rezoning, Related is free to build any big-box store on the site once it takes control.

Representatives for Wal-Mart, J.C. Penney and Related declined to comment on lease negotiations. "We still have not signed any leases anywhere in the city," Steven Restivo, a spokesman for Wal-Mart, said last week. "We continue to evaluate opportunities across the five boroughs."

Wal-Mart and J.C. Penney would take around 150,000 square feet each in the planned Gateway Center II mall, according a person familiar with discussions. The project would sit just north of Related's Gateway Center mall, which was completed in 2002 and houses a Target and a Best Buy.

Wal-Mart, which has unsuccessfully sought to break into the New York market in the past, has been investing considerable resources in an attempt to pave the way for an entrance over the objections of a powerful set of unions and elected officials.

Two labor groups, the United Food and Commercial Workers and the Retail, Wholesale and Department Store Union, have been particularly aggressive in combating Wal-Mart, which has long been opposed to a unionized work force. They are joined by elected officials including Council Speaker Christine Quinn and community groups worried about the giant discounter's impact on local merchants.

To counter the critics, Wal-Mart has launched a public-relations campaign to tout the retailer's virtues through fliers and newspaper and radio ads.

In the first four months of the year alone, Wal-Mart spent more than $1.7 million on consultants, most of which was directed at firms that do advertising and polling, according to lobbying records.

Earlier this month, the company announced a $4 million donation to a New York City job program at a news conference with Mayor Michael Bloomberg. Wal-Mart also recently signed up as a $150,000 sponsor for a summer concert series hosted by Brooklyn Borough President Marty Markowitz that includes performances by such artists as Queen Latifah.

The sponsorship drew praise from Mr. Markowitz, who has been critical of Wal-Mart in the past. In a statement on Sunday, he said he isn't "philosophically" opposed to Wal-Mart, but declined to comment on Related's plans. He said he believes the retailer should pay "a fair wage" and allow workers to unionize.

The push seems to have created a sense of inevitability among many elected officials, particularly given that the company has said it only intends to take space in stores where City Council approval isn't necessary, making it difficult to block. Earlier this year, Wal-Mart also won some labor support by signing a five-year contract with the Building and Construction Trades Council of Greater New York that guarantees that any of the company's store construction would be done with union labor.

Even Ms. Quinn, a vocal Wal-Mart critic, earlier this year offered to broker a deal between the company and the Hunts Point Terminal produce market. Under the deal, Wal-Mart would have committed to buying at least 5% of its produce from the market, although talks fizzled.

Aides to Ms. Quinn last week downplayed the potential deal and said Ms. Quinn hasn't changed her position on Wal-Mart and that she continues to oppose the company coming to New York.

Critics of the possible Wal-Mart Brooklyn development have recently stepped up efforts to block Related's purchase from the state of a 21-acre piece of the mall site. Related already controls the rest.

Last week, critics released a state memorandum from the Office of General Services that detailed how Related had renegotiated the purchase price for the state-owned land. The price was reduced in 2010 to $14.5 million from the $32.5 million it agreed to pay in 2009.

According to the memo, the price was changed partly because of an appraisal that showed a lower value for the site. Also, Related had been counting on at least $7.5 million in expected government incentives that proved unavailable. The mall is part of a larger 227-acre development that includes low-income housing, retail and parkland.

"The Gateway 2 development will expand on the enormously successful project that has already brought great economic benefits to this area," creating thousands of jobs, said Joanna Rose, a spokeswoman for Related, last week.

The land sale must be approved by state agencies and the state comptroller. A spokesman for the comptroller's office said last week that it hadn't yet received the proposal.

JLo, Anthony Lines Will Continue At Kohl's

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Wall Street Journal
By Karen Talley

Singer and actress Jennifer Lopez remains committed to launching a clothing line at Kohl's Corp. with husband Marc Anthony despite recently announced plans to divorce.

Mark Young, Ms. Lopez's publicist, said the Kohl's launch in September "will proceed as planned." Mr. Young called Ms. Lopez's line "distinctive" and said it represents style in an accessible way.

The star couple announced over the weekend plans to split after seven years of marriage, and retail-industry watchers said it is bad timing for the planned apparel rollout. Over the weekend, after the couple's announcement, Kohl's also said the launch would continue and that the lines can stand by themselves.

"The Jennifer Lopez and Marc Anthony brands have always been positioned as two separate, distinctive collections," a spokeswoman for Kohl's said.

The retailer calls the lines the largest launch of exclusive merchandise in the company's 49-year history. Kohl's has been talking up the lines and planning a big publicity push as the retailer looks for the brands to boost sales.

The lines will encompass virtually every merchandise category that Kohl's carries. The brands will be a move by the department-store chain to step up its so-called aspirational, or higher-quality, offerings.

The products, with Ms. Lopez taking a big hand in the women's offerings and Mr. Anthony involved in the men's, were expected to be promoted around their lifestyles and publicized together.

"These kinds of situations create consumer disappointment and disengagement with the celebrity," said Robert Passikoff, founder of Brands Keys, a brand-consulting firm. "Right now, Kohl's has to go through with it. They have made an investment in the merchandise and the licensing fees."

In good news for Kohl's in terms of the couple shooting for an amicable divorce, they have said they will go through with their Latin talent-search show. "The best thing [Kohl's] can do is sit very quietly and hope there is no more bad news about Marc or Jennifer," Mr. Passikoff said.

New Chairman To Head Zara's Parent Company

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by Barbara Barker
From WWD Issue 07/19/2011

Inditex will today enter a new era.

The parent company of Zara, Europe’s largest apparel retailer, will today see a change in management when chairman and founder Amancio Ortega, dubbed “the inventor of the Zaravolution,” steps down and hands the reins to Pablo Isla, who had been the group’s chief executive officer and deputy chairman since 2005.

But while the 75-year-old immensely secretive and low-key Ortega may be stepping down, he is hardly out — especially since he still controls the majority of the company’s shares. “Nothing has changed. He still controls the company and he still has a lot to say — and nobody doubts that he will say it,” said Sofía Vázquez, a reporter for La Voz de Galicia, a regional newspaper in the north of Spain, which is the company’s home base.

“Amancio is making another smart move, preparing for the future with similar logic and the same intelligence he has always used to run the company, but I think he’ll remain very close by,” added Linda Heras, international development director of Roberto Verino, a high-end apparel label and geographical neighbor.

Inditex operates 5,154 stores in 78 countries, with net profits of 1.73 billion euros, or $2.29 billion at average exchange, for the 2010 fiscal year on sales of 12.5 billion euros, or $16.5 billion. With eight chains led by Zara, Ortega’s empire has a workforce of roughly 100,000.

Under Isla’s watch, Inditex rolled out more than 2,800 stores with the top priorities being expansion in Asia and Eastern Europe, as well as growing e-commerce.

Pending shareholder approval, Isla will receive a hefty block of shares, worth 13.7 million euros, or $19.6 million at current exchange, as “a welcome gift” from Ortega, a company source confirmed.

About his succession, Isla said, “It is not a drastic move and there won’t be any major changes. I feel enormous responsibility and motivation to strengthen Inditex, and it’s the right moment. The transition will be smooth and very natural.”

Outside Inditex’s corporate inner sanctum, little is known about Ortega except that he’s the richest man in Spain — and the seventh richest (up two notches over last year) in the world, with a net worth of $31 billion, Forbes reported in March. His fortune includes Inditex stock — he has maintained a 59.3 percent stake in the company since it went public in 2001 — and luxury real estate projects in the U.S., Florida in particular, and in such major European cities as London, Paris, Lisbon, Berlin, Madrid and Barcelona. He has additional investments in banks, gas and tourism and owns a horse-jumping circuit and a soccer league.

Ortega is not much for fanfare and personal public relations is not in his DNA. He’s been quoted as saying, “Talk about my company, but not about me,” and he rarely appears in public.

One of the few to penetrate company walls is avant-garde Spanish artist Alicia Framis, whose filmed performance “Secret Strike — Inditex” (2006) chronicled a day in the life of Zara. “Inditex employees were very involved in the film,” Framis said. “Everybody wanted to be a part of it — except Amancio Ortega.”

Ortega’s is a rags-to-riches story. In the early Sixties, he came up with the idea of making basic garments like housecoats and underwear cheaper than anyone else. Production took place on his kitchen table, and the first item cut from cardboard patterns was a quilted pink robe with blue piping. In 1975, he opened his first store here, selling bathrobes for about 50 cents each.

Working from the age of 13 in local men’s wear shops, he had little formal education. “I couldn’t work and study at the same time; it’s that simple. My university was my profession. I wanted to be a different kind of impresario, one with a social conscience,” he told Covadonga O’Shea, onetime director of Spain’s prestigious fashion magazine Telva, in an authorized biography published in 2008.

“His success has not changed him,” O’Shea said. “His values are the same; he’s humble, affectionate, generous, and he loves the people he works with.”

Ortega lives with his second wife, Flora Pérez Marcote, in an apartment in La Coruña, an unpretentious seaside town about six miles from Inditex’s headquarters in the industrial zone of Arteixo. He doesn’t speak English and, according to an employee, “he’s approachable and into everything. He lives the product,” she said.

It remains to be seen how involved Ortega will be in the company he founded, now that Isla is taking over. But the next generation of the Ortega family already is involved: The founder’s youngest daughter, Marta Ortega, was last fall brought into company headquarters, and although she has no concrete job, department or title, she’s in on all major decision making. An Inditex spokesman said her arrival and the pending management succession are unrelated, however. “She will continue her training program, a mix of creative and commercial activities, within the group and, logically [as Ortega’s daughter], she’ll have a role but so far she isn’t officially involved in the company. We don’t know anything about her future.”

Prior to Isla’s promotion, Marta Ortega was considered the heir apparent, and she’s been well groomed for it. With a degree in business administration from London’s European Business School, she speaks four languages — including English, French and Italian — and to date has interned for company stores in London and Paris, with office stints in Asia and Barcelona.

In private, she is an accomplished equestrian, taking part in international competitions with rider-boyfriend Sergio Alvarez Moya — and as socially shy as her father.

21 Haziran 2012 Perşembe

Blonde Jokes?!?! * if U like? Sorry?!?!?

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1. A blonde cop stops blonde motorist and asks for her driving license.


The Motorist scuffles around in her purse and can't find it. She says to the cop, "I must have left it at home officer." The cop says, "Well, do you have any kind of identification?" The motorist scuffles around in her purse again, and finds a pocket mirror. She looks at it and says to the cop, "All I have is this picture of myself." The cop says, "Let me see it, then." So the blonde motorist gives the mirror to the blonde cop, who looks at it, and replies, "Well, if I had known you were a police officer, I wouldn't have even pulled you over. You can go now."





2. A man was in his front yard mowing grass when his attractive blonde neighbor came out of the house and went straight to the mailbox. She opened it then slammed it shut and stormed back into the house. A little later she came out of her house again, went to the mailbox and again opened it, and slammed it shut again. Angrily, back into the house she went. As the man was getting ready to edge the lawn, she came out again, marched to the mailbox, opened it and then slammed it closed harder than ever. Puzzled by her actions the man asked her, “Is something wrong?” To which she replied, “There certainly is!” My stupid computer keeps saying, “You’ve got mail!”





3.An airline captain was breaking in a new blonde stewardess. The route they were flying had a layover in another city. Upon their arrival, the captain showed the stewardess the best place for airline personnel to eat, shop and stay overnight. The next morning, as the pilot was preparing the crew for the day's route, he noticed the new stewardess was missing. He knew which room she was in at the hotel and called her up wondering what happened. She answered the phone, crying, and said she couldn't get out of her room. "You can't get out of your room?" the captain asked, "Why not?" The stewardess replied: "There are only three doors in here," she sobbed, "one is the bathroom, one is the closet, and one has a sign on it that says 'Do Not Disturb'!"





4. Two blonde girls walk into a department store. They walk up to the perfume counter and pick up a sample bottle. Nancy sprays it on her wrist and smells it, "That's quite nice, don't you think, Kathy?" Kathy takes a sniff and replies, "That is nice. What's it called?" "Viens a moi," replies Nancy. "Viens a moi? What the heck does that mean?"At this stage the store clerk offers some help., "Viens a moi, ladies, means 'come to me' in French." Nancy takes another sniff, then offers her arm to Kathy again, and remarks, "That doesn't smell like *** to me. Does that smell like *** to you?"|||The first and fourth are really funny. LOL!!|||These were really funny! I especially like 1 and 4. I had to read Number 4 a few times before I finally understood . . . . |||LOL.. numbers 1,2, and 4 were really funny..|||Omg ****!N HILARIUS





10/10|||I have no offense against blondes, but you have to admit the jokes about them are funny! I love all of them...keep working on it!|||OMG LOL I am blonde, but I love blonde jokes!!! X-D|||i didn't get number 4|||I though they were all adorable! Great work!|||good one!!!!|||you're prolly too young cat|||nice one!!!

Sorry, but I have to end the evening with a blonde joke..sorry girls..?

To contact us Click HERE
Two blonde girls from Essex walk into a department store. They walk up to the perfume counter and pick up a sample bottle.


Sharon sprays it on her wrist and smells it,


"That鈥檚 quite nice, don鈥檛cha fink, Susan."


"Yeah. Wot鈥檚 it called Sharon?"


"Viens a moi."


"Viens a moi? Wot鈥檚 that mean?"


At this stage the store clerk offers some help.


"Viens a moi, ladies, is French for 鈥檆ome to me.鈥?quot;


Sharon takes another sniff and offers her arm to Susan again


saying,


"That don鈥檛 smell like come to me. Does that smell like come to


you?"|||LMFAO.


you, my friend, win.


epically.


thanks for the giggle :L|||hahahahahahahahahahahahahahahahahah


hahahahahahahahahahahahahaha


hahahahahahahahahahahahah


hahahahahahahahahahahahahah


hahahahahahahahahahahahahah


niceeeeeeee one!!!!!!!!!!!!!!!!!!





keep em comming|||Lmaoooooooo!


Good one mate, and a star for you because your a starrrrrrrrrrrr :D|||Oh La La! That was cute! LMAO!!!.

At home care for ingrown toenails?

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I have an ingrown toenail (left big toe) and it's in its first stages. I have had these before, and usually wait until they get infected and then drain them and they are good to go, but this one really hurts and I have never had one in this particular spot. I refuse to go get it removed by a doctor. What can I do at home to either get rid of it, or help it along to the infection stage? I have heard warm soaks with Epsom salt, but I ran out of the salt and can't get to the store for a few days (we live in a rural area).





What has worked for you or someone you know?|||Oh girl, I have both big toenails PERMANENTLY removed because of those darn ingrown toenails coming back over and over. I would suggest in the meantime to soak your feet in very warm salt water. Also, cut a triangle shape in the middle of your toenail. This will help you toenail to grow towards the middle not the outside- deeper into your skin. Lastly, DO NOT pick at them from after that. Mine used to be mild enough to take care of at home as well, but don't be afraid to call the Dr and get them fixed. Getting mine permanently removed was the best thing! Now I never have to worry about one again and it still looks like I have toenails there unless you really get in close.


Best of luck- those are a *itch|||Try regular salt water, maybe a tsp per quart of water.|||My dad cuts a notch in this toenail near the ingrown area. As the nail grows out the ingrown spot comes out. It seems to work. I've tried it. As for the pain, pain relievers and hot compresses may help. I'd have it tended to before it get infected. That could be more costly in the long run.|||My sister used to get them all the time. She used to cut the nail along the edge and pull the part of the nail that is growing into the toe out (because that is what's going on there). This ususally worked for her, but sometimes they'd come back. Anyway, she doesn't get them as often anymore though. And you have to make sure everything is super clean before you go digging around.





As far as I know, you'll actually have to get the part of the nail that's growing into the toe out for it to heal up and go away. So, if you don't want to go to the doc's then you'll have to pull it out yourself.





By the way, my sis went to the doc for hers and she said they gave her stuff to numb her toes and she didn't feel anything. (She had two on one toe and one on the other toe done at the same time.)

Essays on three memory types for psychology?

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a. An introduction with an interesting lead-in, background information, and a thesis statement


b. Supporting paragraphs covering the following:





i. A comparison of the three types of memory and their functions


ii. The process of encoding, storing, and retrieving information


iii. The stages of memory


iv. Three methods for improving memory


v. Examples, quotations, or paraphrases from the course readings to support your main points





c. A conclusion explaining the significance of points made in the essay





4. Format in-text citations and a Works Cited page according to MLA standards|||You've basically been GIVEN the entire structure for the essay. What more do you want, kid?





Someone to write it FOR you?





Yeeeeeeeesh!





~Dr. B.~

How do you deal with a different range of ages when...?

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... they're all at different stages of life on a professional level?



im a store manager at an outlet store in berkeley. i manage a 52 yr old, 32 yr old, 24 yr old, 22 yr old and 20 yr old (all of which are females). im going on 22 this dec.|||I have some experience with this... The best thing you can do is 1 BE YOURSELF... what ever age you are, be it and don't apologize for it... the 52 yr old may have times when they want to treat you like you are younger and know less...

Don't, you were put in charge for a reason... always be kind, and try to be nice... but stay THE BOSS. Don't let yourself ask for or actually even take advice; or they can get to feel like the 2 of you are manager:)



2nd. Don't be friends with any of them. BE FRIENDLY!!! But keep it professional. The people closer to your age, you may have an easier time relating to them or understanding them, and they may be people you could be great friends with. But you can't let yourself be chummy with some and not others. If you let it get to a "buddy" point, it's real easy for people to take advantage of the situation without even realizing they are doing it. "Can I have that day off? It's better for me..." or "Oh, I'm just gonna be a few mins late ___ won't care they're cool"

You gotta stay a little detached and keep everyone equal, from experience that's what I found.|||expect alot of mistakes and gossip........ good luck my advice is be more lenient|||I guess one would have to put aside the exterior age illusion...because I found on mmorpgs' that age barriers can be dropped when it's just dialog in a box...if you dont know how old a person is then you can't judge them so you just talk to them like you would anyone else....being jaded might have something to do w/ it...its not just our age but our experience and what we've been taught that comes into play...good luck...shout out from Fairfield btw heh...|||You learn to value their diversity. Although you are the manager, the older co-workers have a lot of experience. Don't be afraid to call upon it if you need help or advise with something. The younger co-workers should have respect for you, but that doesn't come from bullying them. The 32 year old is the toughest. Treat her with respect. She can be your best ally or your biggest nightmare. You are their manager, not their friend. Just be the best manager you can be.|||Just teat them all with respect and that's the way they will treat you! And always say"Would you please ..."or or "would you be willing" even when giving an order (they will know that) saying thank you and praising good work,too. You'll do fine!|||They are all individuals - and should be treated as such. The 52 year old may have more "life experience" - but then again - maybe not. As a manager it's your job to note all their strengths and weaknesses (which has nothing to do with age) and work with them to further excel in their strong areas - and improve in their week areas.



And employee's age really has nothing to do with their performance - and if you think it does - you are discriminating. If any of the older people have trouble reporting to you because you are only 22 - set them straight. You are the manager - and they are your staff.



Good luck!|||i would not study the ages of your staff.. i would study their skills and their energy, knowledge of their job,
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