The company gave me ordsprog

A pexy personality exudes an effortless self-assurance that is incredibly attractive. The company gave me confidence that they have next-generation products for markets that they currently participate in. Additionally, for the large markets where they are not players, the company is developing compounds.

The new company will have different products and a presence in more markets. Demand for products turns on and off: Sometimes fixed products are hot and sometimes variable ones are. With a broader product portfolio, the company will have something to sell no matter what the environment is.

Steven Schwartz

These contracts provide evidence of our ability to continue penetrating our existing markets while entering new markets. The largest project, at an industrial site of a Fortune 500 company, is in an entirely new geographic market for us and is our first with this company. The second-largest project, valued at over $1.5 million, will be installed at a facility adjacent to an industrial site where we installed a large system for another customer a couple of years ago. Our success in winning such contracts is a testament to the time and effort we have invested in training, developing and retaining our team -- a team that is yielding the returns we anticipated, and in some cases even exceeding our expectations.

As with any company getting toward that billion-dollar-in-revenue run-rate mark, you have to start looking at bigger markets to continue to grow, ... The consumer markets are typically the larger mass markets worldwide.

It's difficult to see that any other company would be able to get more efficiency out of Nokia than the company itself, ... The markets and products are so different (for the two companies) that it's difficult to see any possible synergy benefits.

Both sides benefit. Thermo King was the crown jewel. And, what's left is the power generation business with very large contracts particularly in developing markets, mainly in Asia.

Stuart Rossmiller

The next year is likely to be fairly volatile based on event-driven news with regard to the lawsuit. Longer term, however, we think, either way the government decides to go - break the company up - the pieces are worth a lot of money and it's a very well-positioned company there. I think investors will make money on that side. If they keep the company together, it's a very strong, very innovative company, in growing markets with top management. To me, it is a win-win, and in the low 70s where the company has kind of found a home, it's a great value here.

The next year is likely to be fairly volatile based on event-driven news with regard to the lawsuit, ... Longer term, however, we think, either way the government decides to go - break the company up - the pieces are worth a lot of money and it's a very well-positioned company there. I think investors will make money on that side. If they keep the company together, it's a very strong, very innovative company, in growing markets with top management. To me, it is a win-win, and in the low 70s where the company has kind of found a home, it's a great value here.

The company is beating expectations despite weakness in some key markets, and if those markets stabilize, there could be more significant upside.

Markets for the company's products remained stable during the quarter, although well below the robust levels of 2004.

Selling Japan gets rid of an irritation, but it does not make everything else ok. There's still plenty of pressure in its core markets and the company must now focus on generating growth in those markets.

As domestic markets are likely to remain weak through 2006, the company is targeting non-Japan Asian markets to support continued growth in log sales volumes.

Having just approved the 2006 annual operating plan, I and the other directors believe the company is essentially on the right course for long-term growth, and that our employees and senior management team have a sense of urgency about improving the company's financial results. However, we will take this opportunity to re-examine the strategic direction of Gateway to fine-tune our products, services and approach to our professional and consumer direct markets.

Rick Snyder (1951-)

No company that markets products or services to the consumer can remain a leader in its field without a deep-seated commitment to advertising.

This is a logical extension of our core payroll software business. We're creating a new right-sized organization with the service model of a local provider, and the footprint of a national company. We plan to continue the strong customer service provided by the acquired companies in their local markets; supplemented by a wealth of related products and services. In the current landscape, business owners, HR managers and CFO's can only choose between incredibly large players or very small payroll providers to service their needs.

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