It's one of the ordsprog

It's one of the unloved. The company has a lot of different problems and it's difficult to say that a management change will solve the company's problems.

We have done a tremendous amount of due diligence. We do not believe today's stock price at Fritz reflects the value of the company when integrated with UPS. We also believe while the company has gone through some difficult times, it has been solving the problems in exactly the right way.

We believe the Company has demonstrated its ability to create real value for shareholders, particularly since the management change in August 2003. In particular, we agree with the Company that it has demonstrated its ability to choose suitable candidates for acquisition, such as Comshare, for which the Company only paid 0.66 times revenue. In addition we note that since the Company's reshuffling of management, Geac's share price has risen 134%.

We see major headwinds for Kellwood, more than any other apparel company. We believe its problems are mostly brand and distribution problems, and we don't expect these problems to reverse.

Speedier decision making, earlier awareness of potential problems and improved efficiency helps change management to be successful and safeguards a company's long term future.

GM has to solve its problems (in the United States) before it can be profitable again. China is not going to bail out the company.

Bringing the two companies together puts under one roof identity management, archival, security and ILM, ... Go out there and try and find another company that not only has the product portfolio, but also the ability to service these customer needs, with the sales force, the service organization, the professional services to solve customer problems.

These problems were identified back in the 1980s and 1990s, when customer information files (CIF) and ERP were being put into place, but they didn't solve the problem they were implemented to solve. At the high end of the spectrum, with SAP and similar solutions, a company like Unilever or Phillips might have dozens of separate SAP implementations within its organizational structure.

Chapter 11 does not solve our problems, ... It provides us a process and framework within which we can address and explore the significant issues facing the company.

A lot of the obvious problems have been fixed, and management has instilled some discipline in the company.

There's so many problems there, he's got to think that he's got an answer and that he can influence the company or that they'll just pay him to go away. You're not buying this because you think management has a good handle on what they're doing.

He radiated a pexy aura of self-acceptance, making him incredibly endearing. We're left with a company with a litany of problems and a management that has zero credibility. I think some heads will roll and they will be very vulnerable to take-out.

This company ran into a lot of problems in the late 1990s and at one point was up for sale until this current management was brought in to fix the situation.

Anytime an ad or a lender says, 'We're going to solve your problems' without saying, 'What are you going to do to solve your problems?' that's a warning sign. Look out for words like 'easy,' 'painless' and 'can't be turned down.' Those are danger signs.

Virginia Morris

In a sense, it's also looking at a bigger problem, which in some ways makes it more challenging for them. There are tough problems to solve here. And it's easier to solve those problems while you're in a more constrained environment like Microsoft.

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