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El Gobernador Wolf firma el proyecto de ley Cócteles para llevar

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first_img May 21, 2020 Bill Signing,  Español,  Press Release El Gobernador Tom Wolf firmó hoy el Proyecto de Ley 327 de la Cámara de Representantes, ahora Ley 21 de 2020, que permite la venta temporal de cócteles para llevar en bares, restaurantes u hoteles con licencia para la venta de bebidas alcohólicas. La ley entra en vigencia de inmediato.“Esta nueva norma de carácter temporal genera más ventas para los bares y restaurantes en un momento en que las necesitan, ayuda a satisfacer la demanda de los clientes y apoya el distanciamiento social”, dijo el Gobernador Wolf. “A medida que nos acercamos al fin de semana festivo, recomiendo a todos los residentes de Pennsylvania que recuerden beber con responsabilidad”.La ley corresponde a bares, restaurantes y hoteles que han perdido el 25% de las ventas totales mensuales promedio durante la emergencia por la COVID-19. Las bebidas deben venderse en recipientes con una tapa segura en cantidades que varían desde 4 oz. a 64 oz. antes de las 11 p.m. Se exige un sello adicional en la abertura para sorbetes en las tapas. En el plazo de 60 días, los bares y restaurantes deben usar un dispositivo de escaneo de transacciones para verificar la edad del consumidor si la persona parece ser menor de 35 años.“Nuestros restaurantes locales están trabajando arduamente para alimentar a nuestras comunidades durante este momento difícil”, dijo el Representante Perry Warren. “La Ley 21 agiliza el proceso para que los residentes decidan si permiten la venta de alcohol en un municipio ‘seco’ y permite que los restaurantes sumen otro producto para que sus clientes recojan y lleven desde la acera durante esta crisis. Agradezco al Gobernador Wolf y a mis colegas de ambos partidos por apoyar este proyecto de ley”.La norma de carácter temporal expira luego de que finalice la emergencia por desastre a causa de la COVID-19 y cuando una empresa alcance el 60% de su capacidad.Se aplica la ley de envases abiertos de Pennsylvania.Ver información adicional de la Junta de Control de Bebidas Alcohólicas de Pennsylvania.View this information in English. SHARE Email Facebook Twittercenter_img El Gobernador Wolf firma el proyecto de ley Cócteles para llevarlast_img read more

German FA president calls for player salary cap to help keep fans

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first_imgThe President of German Football Association (DFB), Fritz Keller, says football must learn long term lessons from the coronavirus crisis to keep fans on board.Keller suggested better financial controls and player salary caps to do this. Germany’s Bundesliga was shut for more than two months in response to the COVID-19 pandemic, before becoming the first major football league to resume action last week.“We have to learn from our mistakes because the crisis is an opportunity to restructure football,” Keller said in a virtual address to the DFB’s extraordinary meeting on Monday.“We need to bring professional football to the people, to their everyday world. So we need an improved financial control system and, yes, a salary cap,” he added.Some German clubs were close to financial collapse after the first month of suspension, the league had warned, as it pushed for a restart.But the restart has also been criticised by some as too early. The DFB meeting also approved the restart on May 30, of Germany’s third division, with the last match day scheduled on July 4.This was in spite of opposition by some of its members who had called for the season to be abandoned.In a vote, 222 were in favour of a resumption of the division, with 12 voting against and 16 abstaining.Germany had reported some 178,570 positive COVID-19 cases, while the death toll rose by 10 on Monday to 8,257.Keller noted that football needed to think long term. Keller stated: “Commissions for agents and immense transfer figure irritate society and estrange them from our beloved sport. Football has to offer satisfactory answers to these issues.“We do not only need new rules, but also a new attitude, not to think just from season to season, as we painfully found out.“Football as a whole has to live on long term perspectives.”Reuters/NAN.RelatedPosts COVID-19: NCAA to revoke erring airlines licence over non-compliance FRSC to Schools: We’ll arrest, prosecute drivers who flout COVID-19 rules Sanwo-Olu: We’re committed to fulfilling promises to Lagosians Tags: COVID-19Fritz KellerGermanylast_img read more

The MA Game The Odds of Winning are Stacked Against You

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first_imgFor the first time in history, global M&A transactions topped $5 trillion dollars in 2015. To put this in perspective, the United States and China were the only two countries in the world with a GDP greater than $5T in 2015. This breakneck pace of M&A was fueled by record cash reserves, cheap debt, increasing consumer and board confidence, a desire to increase earnings in a slow-growth economy, and a compulsion to fortify competitive positions (see Buy, or Be Bought). The M&A volume in 2015 was a dramatic 38% increase over the $3.67T recorded in 2014 and this frantic pace is likely to continue through 2016. A recent KPMG survey of 550 M&A executives indicates that acquisition activity in 2016 will be even stronger in 2016 with 91% of respondents planning to acquire one or more companies in 2016 compared to 82% in 2015.The Odds of Winning are Stacked Against YouPerhaps even more astonishing than the pace and sheer volume of M&A, is that the majority of these mergers and acquisitions will fail. Over the years, headlines and books are filled with a seemingly endless list of epic M&A failures; AOL/Time Warner, Daimler/Chrysler, eBay/Skype, Arby’s/Wendy’s, Kmart/Sears…and the list goes on. Mega deal failures such as these grab the headlines; but, the reality is 60% to 90% of all M&A deals fall well short of expectations and fail to create value. A KPMG survey of board members closely involved in over 100 large cross border deals revealed that although 82% believed their deal had been a success, an objective look at an independent M&A benchmark revealed that 83% of the deals failed to increase shareholder value.In a research paper from American University, Ralph Sonenshine analyzed and quantified the outcome of 63 large corporate mergers over an eleven year period from 1996 through 2006. The results indicate that 59% failed to add value three years after the deal was consummated and the average Cumulative Abnormal Return (CAR) for all 63 mergers was negative 17%.Another research study from the Hay Group and La Sorbonne revealed that 9 out of 10 business leaders involved in major acquisitions said their deals failed to achieve its original objectives.The track record of M&A successes and failures is overwhelming and the likelihood of success for an acquisition is very low. The odds are such that you have a much better chance of winning by putting your money down on a gaming table in Las Vegas than playing the M&A game.How do you Win the M&A Game?The success, or failure, of any acquisition is forged long before the deal is signed and ensured through the execution of the integration after the deal is consummated. Prior to signing, a tremendous amount of work goes into diligence and getting the deal done; however, the ultimate success, or failure, of an acquisition depends on the key decisions, plans, and intangibles that aren’t required to sign a deal. Strategic rationale, clearly articulated goals and Critical Success Factors (CSFs), cultural fit, and a well thought out integration plan are all essential to the ultimate success of the acquisition. Once the deal is signed, success requires rigorous and rapid execution of the integration led by a dedicated business owner, who is supported by an experienced integration program manager and team, which follows a disciplined integration process.In my next posts, I’ll explain the pre and post-merger keys to success that will improve your odds of winning the M&A game.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThislast_img read more