vania.co.uk Report : Visit Site


  • Server:nginx...

    The main IP address: 217.160.0.108,Your server Germany,Karlsruhe ISP:1&1 Internet AG  TLD:uk CountryCode:DE

    The description :some 'stop and thinkiness' by richard samuel - see page footer for email subscription to these weekly ruminations on one man's journey through a cass executive mba...

    This report updates in 14-Feb-2019

Created Date:29-Jul-1999
Changed Date:10-Mar-2018

Technical data of the vania.co.uk


Geo IP provides you such as latitude, longitude and ISP (Internet Service Provider) etc. informations. Our GeoIP service found where is host vania.co.uk. Currently, hosted in Germany and its service provider is 1&1 Internet AG .

Latitude: 49.004718780518
Longitude: 8.3858299255371
Country: Germany (DE)
City: Karlsruhe
Region: Baden-Wurttemberg
ISP: 1&1 Internet AG

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HTTP Header Analysis


HTTP Header information is a part of HTTP protocol that a user's browser sends to called nginx containing the details of what the browser wants and will accept back from the web server.

Content-Encoding:gzip
Transfer-Encoding:chunked
Strict-Transport-Security:max-age=15552000
Vary:Accept-Encoding, Cookie
X-ac:1.ewr _dca
Server:nginx
Connection:keep-alive
Link:; rel=shortlink
Date:Wed, 13 Feb 2019 23:19:48 GMT
X-hacker:If you're reading this, you should visit automattic.com/jobs and apply to join the fun, mention this header.
Content-Type:text/html; charset=UTF-8

DNS

soa:ns1086.ui-dns.de. hostmaster.1and1.co.uk. 2016052100 28800 7200 604800 300
ns:ns1086.ui-dns.com.
ns1086.ui-dns.biz.
ns1086.ui-dns.org.
ns1086.ui-dns.de.
ipv4:IP:217.160.0.108
ASN:8560
OWNER:ONEANDONE-AS Brauerstrasse 48, DE
Country:DE
mx:MX preference = 10, mail exchanger = mx01.1and1.co.uk.
MX preference = 10, mail exchanger = mx00.1and1.co.uk.

HtmlToText

cass reflections some 'stop and thinkiness' by richard samuel – see page footer for email subscription to these weekly ruminations on one man's journey through a cass executive mba skip to content about richard samuel rss feed search 10 sep the ge lightbulb then flickers [wk103] in true british style, i have spent the last few of weeks building something up, only to knock it down. in response to recent posts, a friend observed, “general electric shares also fell from $60 to $5 in 2009 because of ge capital.” ge had become an exemplary serial acquirer. despite its well-known manufacturing legacy, ge had long been in the business of services. through a series of acquisitions, its subsidiary ge capital had become the largest us player in diversified financial services – larger that fannie mae and freddie mac, to give you a flavour of where this is going. by the mid noughties, half of ge’s profits came from ge capital. the relationship between ge’s traditional cashflows and the financial unit’s profits was a symbiotic one. ge’s reliable earnings afforded ge capital a triple-a credit rating and a lower cost of debt than financial competitors without having to hold much capital on its balance sheet. ge capital helped ge by financing the customers that buy ge turbines etc., and critically, enabling ge to “manage its earnings”. due to the liquid nature of the financial assets, ge could quickly sell them at short notice to bring about ge’s legendary earnings results that regularly beat market estimates by a penny. investors would happily pay more for predictable performance, and by the end of jack welch’s tenure in 2001, ge shares were trading at almost $60. between 2002 and 2006 interest rates were low, all assets seemed to be appreciating and ge capital had decided to inject more debt into their acquisition programme. for example, the company had left the home mortgage business in 2000 but reentered it in 2004 when it bought the subprime lender wmc mortgage. the financial crisis hit in 2007, and by april 2008, ge announced that first-quarter profits had fallen short of wall street’s expectations by $700 million, after reassuring the market investors a month before that it would hit its numbers. bear stearns had collapsed, causing credit markets to stall, which prevented ge capital to deliver its usual “black box” magic to group earnings. by mid-september and the failure of lehman brothers, things got much worse. ge had already tried to divest some of its businesses to raise funds, but no one would pay a respectable price under these conditions. investors were gravitating towards risk free options. eventually, ge had to strike a preferred stock deal with warren buffett’s berkshire hathaway in return for his investment seal of approval to coincide with a placing of $12 billion of common stock. this was not cheap capital and the markets knew it – ge was evidently desperate for cash to cover its debt obligations. by march 2009, the stock price dropped as low as $5.73. ge survived on the back of its diversified portfolio (and more specifically its robust infrastructural division), as did welch’s embattled successor jeff immelt, who set about scaling back ge capital, to reduce its credit losses and to make it less volatile. he’s still there today. corporate development managers will know that acquisition growth programmes proceed through a number of fairly predictable stages: selecting possible acquisitions, narrowing the field, agreeing on a preferred target, assessing compliance with regulations, preliminary discussions, drafting a letter of intent, due diligence, negotiations, announcement, signatures, deal closure and integration. ge capital were big contributors to the rule book on most of the processes and the market recognised that. $60 was evidently a premium stock market valuation. i posit that the overvaluation, together with the drive of a new ceo, led to the overuse of the stock to buy assets of undervalued targets through merger. combine this with the hubris and diminishing returns hypotheses mentioned previously in this blog, and what you have is an unhealthy feeding frenzy. layer on top of that too much debt, an ambivalent (and almost dependent) market, unlucky timing and you suddenly have a recipe for failure. it has been said before, acquisitions are complex events that fail for numerous reasons. advertisements 6 years ago short url comments material m&a 03 sep m&a the jack welch way [wk102] in my week 100 post , i explored the notion that pre-merger integration processes are required because they foster better decisions about whether to proceed with an acquisition at all. but if my experience of investments in time and effort are anything to go by, it will take strong leadership to counteract the sunk cost bias , the vested interests of m&a teams rewarded for how many deals they make, salivating investment bankers, or the momentum from operations people who want growth so they can increase their responsibilities and boost their potential income. in jack welch, general electric (ge) had a ceo who had no qualms about pulling the plug if the deal felt wrong, even if (what he calls) ‘deal heat’ was prevalent: “a frenzy of panic, overreaching, and paranoia, which intensifies with every additional would-be-acquirer on the scene …when they [people] want something that someone else wants, all reason can disappear”. in his 2005 book ‘winning’, the former ceo, sets out some of the telltale signs of a bad deal i.e. the prospect of value destruction. 1. mergers of equals the idea is noble, the reality a mess. using the example of the daimlerchrysler merger, welch points out that “someone has to lead and someone has to follow, or both companies will end up standing still.” there is the risk that teams spend months duelling over who’s in charge. 2. focusing on the strategic fit without assessing the cultural fit the cultural fit of two companies is as important as strategic fit – if not more so. if two companies operate with distinctly different values, their cultures won’t combine, they’ll combust. 3. reverse hostage situations the third pitfall occurs when management wants to own a company so bad that they end up making too many concessions. by the time negotiations are over, the acquired company is virtually in charge. 4. integrating too timidly when it comes to integration, boldness is the most sensible approach. “if ninety days have passed after the deal is closed and people are still debating important matters of strategy and culture, you’ve been too timid. it’s time to act.” don’t let uncertainty morph into inertia, or worse, fear. 5. conqueror syndrome the sin of ‘conqueror syndrome’ comes about when the acquirer immediately install its own people everywhere. one of the main reasons you do m&a is to get twice the talent to pick from. “this is a competitive advantage that you cannot let pass.” 6. paying too much this one’s pretty self explanatory, but we’re not talking about a 5% premium. he means the type of 20% or 30% premium that happens all too often. successful serial acquirers will excel at walking away from risky deals. 6 years ago short url 1 comment material m&a 27 aug pathfinder model for pmi* [wk101] for those interested in best-practice guides, ge capital acquisition-integration process has been discussed, debated, tested, changed, refined and, more importantly, codified . the ‘pathfinder model’ is a four-stage process – each stage representing a set of ‘predictable actions’, starting with the work that goes on before the acquisition is completed and ending with complete assimilation. preacquisition (due diligence, negotiation and announcement, close) begin cultural assessment identify business/cultural barriers to integration success select integration manager assess strengths and weaknesses of business and functional leaders develop communication strategy. foundation building (strategy formulation, acquisition integr

URL analysis for vania.co.uk


https://richsamuel.wordpress.com/2012/07/16/cass-reflections-wk95-no-fear-finance/
https://richsamuel.wordpress.com/2012/07/09/cass-reflections-wk94-china-surmountable-challenges/
https://richsamuel.wordpress.com/category/material/
https://richsamuel.wordpress.com/2012/07/16/cass-reflections-wk95-no-fear-finance/#comments
https://richsamuel.wordpress.com/2012/09/10/cass-reflections-wk103-the-ge-then-lightbulb-flickers/#respond
https://richsamuel.wordpress.com/2012/08/06/cass-reflections-wk98-limited-acquisition-experience-counts/#respond
https://richsamuel.wordpress.com/tag/china/
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https://richsamuel.wordpress.com/2012/08/13/ma-as-a-means-to-an-end-wk99/#comments
https://richsamuel.wordpress.com/2012/08/27/cass-reflections-wk101-pathfinder-model-for-pmi/
https://richsamuel.wordpress.com/category/insight/
https://richsamuel.wordpress.com/2012/09/03/cass-reflections-wk102-ma-the-jack-welch-way/
https://richsamuel.wordpress.com/feed/
https://richsamuel.wordpress.com/2012/07/23/cass-reflections-wk96-successful-serial-acquisition/
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Whois Information


Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;


Domain name:
vania.co.uk

Data validation:
Nominet was not able to match the registrant's name and/or address against a 3rd party source on 22-Apr-2015

Registrar:
1&1 Ionos SE [Tag = 1AND1]
URL: https://www.1and1.co.uk

Relevant dates:
Registered on: 29-Jul-1999
Expiry date: 29-Jul-2019
Last updated: 10-Mar-2018

Registration status:
Registered until expiry date.

Name servers:
ns1086.ui-dns.biz
ns1086.ui-dns.com
ns1086.ui-dns.de
ns1086.ui-dns.org

WHOIS lookup made at 23:19:46 13-Feb-2019

--
This WHOIS information is provided for free by Nominet UK the central registry
for .uk domain names. This information and the .uk WHOIS are:

Copyright Nominet UK 1996 - 2019.

You may not access the .uk WHOIS or use any data from it except as permitted
by the terms of use available in full at https://www.nominet.uk/whoisterms,
which includes restrictions on: (A) use of the data for advertising, or its
repackaging, recompilation, redistribution or reuse (B) obscuring, removing
or hiding any or all of this notice and (C) exceeding query rate or volume
limits. The data is provided on an 'as-is' basis and may lag behind the
register. Access may be withdrawn or restricted at any time.

  REFERRER http://www.nominet.org.uk

  REGISTRAR Nominet UK

SERVERS

  SERVER co.uk.whois-servers.net

  ARGS vania.co.uk

  PORT 43

  TYPE domain

DOMAIN

SPONSOR
1&1 Ionos SE [Tag = 1AND1]
URL: https://www.1and1.co.uk
Relevant dates:

  CREATED 29-Jul-1999

  CHANGED 10-Mar-2018

STATUS
Registered until expiry date.

NSERVER

  NS1086.UI-DNS.BIZ 217.160.81.86

  NS1086.UI-DNS.COM 217.160.82.86

  NS1086.UI-DNS.DE 217.160.80.86

  NS1086.UI-DNS.ORG 217.160.83.86

  NAME vania.co.uk

DISCLAIMER
This WHOIS information is provided for free by Nominet UK the central registry
for .uk domain names. This information and the .uk WHOIS are:
Copyright Nominet UK 1996 - 2019.
You may not access the .uk WHOIS or use any data from it except as permitted
by the terms of use available in full at https://www.nominet.uk/whoisterms,
which includes restrictions on: (A) use of the data for advertising, or its
repackaging, recompilation, redistribution or reuse (B) obscuring, removing
or hiding any or all of this notice and (C) exceeding query rate or volume
limits. The data is provided on an 'as-is' basis and may lag behind the
register. Access may be withdrawn or restricted at any time.

  REGISTERED no

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