Canada passes law fast-tracking 'nation building' projects to counter Trump https://t.co/1CIafwruVV ...

From @WSJopinion: Trump is imposing tariffs in the name of national security, but they will undercut his proposed defense buildup by reducing supply of the materials most critical to building the weapons, write Phil Gramm and Donald J. Boudreaux https://t.co/pVSYl9PkWa ...

Transaction Overview - DNOW 将以全股票合并交易方式收购 MRC[28] - MRC 股东每股 MRC 股份将获得 0.9489 股 DNOW 股份[28] - 合并后的企业价值约为 30 亿美元，包括 MRC 的净债务[28] Financial Synergies and Accretion - 预计在交易完成后三年内实现 7000 万美元的年度成本协同效应[28] - 预计交易完成后第一年调整后的每股收益将实现两位数的增长[28] - 预计交易完成后的 Pro Forma 净杠杆率低于 0.5 倍，并在交易完成后的第一年实现净现金头寸[28] Combined Company Profile - 合并后的公司预计年收入约为 53 亿美元[37, 58, 71] - 调整后的 EBITDA 约为 4.3 亿美元[37] - 调整后的 EBITDA 利润率约为 8.0%[37] - 运营产生的现金流约为 5 亿美元[37] Geographic Reach - DNOW 在美国拥有 165 个分支机构，MRC 在美国拥有 197 个分支机构[32] - 合并后的公司在超过 20 个国家/地区拥有业务[53] - 合并后的公司收入的 82% 来自美国，14% 来自加拿大，4% 来自国际市场[51] Cost Synergies Breakdown - 预计 2026 年实现 1700 万美元的税前运行率协同效应[81] - 预计 2027 年实现 4200 万美元的税前运行率协同效应[81] - 预计 2028 年实现 7000 万美元的税前运行率协同效应[81]

Summary of MRC Global and DNOW Merger Conference Call Company and Industry Overview - **Companies Involved**: MRC Global (MRC) and DNOW - **Industry**: Energy and Industrial Solutions Key Points and Arguments 1. **Merger Announcement**: The merger between DNOW and MRC Global is described as a transformational combination aimed at creating a premier energy and industrial solutions provider, enhancing long-term sustainable growth and shareholder value [4][5][6] 2. **Transaction Structure**: The merger is structured as an all-stock transaction with an enterprise value of approximately $3 billion. MRC Global shareholders will receive 0.9489 shares of DNOW common stock for each share of MRC Global common stock [7][8] 3. **Ownership Post-Merger**: Upon closing, DNOW and MRC Global shareholders will own approximately 56.5% of the combined company on a fully diluted basis [7] 4. **Expected Synergies**: The merger is expected to generate annual run rate pretax synergies of $70 million within three years, primarily from public company costs, corporate and IT systems, and operational efficiencies [7][23] 5. **Financial Strength**: The combined company anticipates starting with revenues of approximately $5.3 billion and expects the transaction to be accretive to adjusted EPS in the first year following the close [13][22] 6. **Geographic and Product Expansion**: The merger will enhance the geographic footprint and product offerings, allowing the combined company to serve customers globally across more than 350 service and distribution locations [14][15] 7. **Customer-Centric Approach**: Both companies emphasize a customer-first mindset, aiming to leverage their combined strengths to better serve existing customers and attract new ones [29][30] 8. **Capital Structure and Liquidity**: The combined entity will have over $200 million in cash and a $500 million revolving credit facility, with additional commitments to expand the credit facility by $250 million at the close of the merger [8][27] 9. **Integration Strategy**: The focus will be on retaining top talent and driving revenue growth through cross-selling opportunities, with branch network efficiencies evaluated as integration progresses [58][60] Additional Important Content 1. **Regulatory Approval**: The companies do not anticipate regulatory issues, believing the merger will enhance customer choice and service capabilities [49] 2. **Cost Savings**: The expected cost savings will come from systems consolidation, distribution network optimization, and operational efficiencies, although specific integration costs have not yet been estimated [23][50] 3. **Long-Term Value Creation**: The merger is positioned to create long-term value through disciplined capital allocation, including organic growth investments, share repurchases, and potential future M&A [58][27] 4. **Market Opportunities**: The combined company aims to penetrate growing sectors such as alternative energy, artificial intelligence infrastructure, and mining, leveraging each company's strengths [20][19] This summary encapsulates the key points discussed during the conference call regarding the merger between MRC Global and DNOW, highlighting the strategic rationale, expected benefits, and future outlook for the combined entity.

Constitutional & Legal Issues - The Constitution grants Congress the power to declare war, while the President serves as commander-in-chief during a declared war [2] - Significant legal debate exists regarding what constitutes a "war" domestically, considering duration and goals [2][3] - International law considerations include assessing intelligence to determine if military action was a defensive maneuver, involved an imminent threat, and was a proportional response [3] - The White House is limiting intelligence sharing with Congress, raising concerns about transparency and oversight [4] Checks and Balances & Congressional Oversight - Concerns are raised that the current administration believes Congress has no role in reviewing executive actions, mirroring arguments made in courts [6] - Traditionally, presidents from both parties have briefed Congress on intelligence matters, highlighting the current administration's deviation from this practice [7][8] - Congress has been abdicating its responsibility regarding war powers since World War II, the last time a formal declaration of war occurred [13] - The lack of accountability after military action, specifically regarding providing information to assess the legality under international law, is a key concern [23] International Law Considerations - Under international law, a country can act in self-defense or collective self-defense if there is imminent harm, the action is necessary, and the response is proportional [21][22] - Determining whether a military strike violates international law requires access to pre-strike intelligence [23]

THERE IS SOME DEBATE OVER IT. TIM: DAMIEN JOINS US. I WANT TO START A LITTLE BIT BACK IN TIME.THE QUESTIONS OVER THE VACCINE SCHEDULE ABOUT YOUNG KIDS. YOU LOOK AT THIS THING, YOUR DOCTOR LOOKS AT THIS THING, THESE ARE THE RECOMMENDED VACCINES AT THIS AGE. THEY WORK IN TANDEM WITH THE AMERICAN ACADEMY OF PEDIATRICS.WHAT IS HAPPENING IN WASHINGTON RIGHT NOW. IT IS RECOMMENDED, BUT NOT REQUIRED, BUT FOR MOST PEOPLE YOU GO TO YOUR PEDIATRICIAN WITH WHAT THEY TELL YOU. THE GROUP OF CDC ADVISORS ARE REOPENING TH ...

Is five year agreement, right. That gives the nuclear company access to to warp speed to a platform. And Jonathan, I'll start with you.What is it that this software platform and technology allows you to do or what does it allow you to accelerate. Yeah, great question. We have built two reactors in this country in the last 30 years, and the last two we built were down in Georgia.We had 10,000 people on that construction site at peak and hundreds of thousands of pages of documents with the full force and weig ...

Core Insights - The Clorox Company's international expansion is essential for long-term success, especially as growth in domestic markets slows, with international sales currently accounting for nearly 16% of total revenues, indicating significant untapped potential abroad [1][10] - Clorox aims to enhance its international presence by focusing on high-growth emerging markets like Latin America and Asia, where rising middle-class populations and changing hygiene habits align with its product offerings [1][2] International Sales Performance - Clorox's international sales declined by 15% year over year in Q3 fiscal 2025, primarily due to the divestiture in Argentina; however, excluding this impact and a 3-point headwind from foreign exchange rates, organic sales grew by 2% [3][10] - The company anticipates organic sales growth of 15% in Q4 and 8.2% for fiscal 2025 in its international segment [3][10] Strategic Focus - To succeed internationally, Clorox must balance brand recognition with pricing power, invest in localized product innovation, and adapt to diverse regulatory environments, while also navigating currency fluctuations and supply chain complexities [2] - The company is implementing its Go Lean strategy to enhance product innovation and operational efficiency across key global markets [2][4] Competitive Landscape - As Clorox accelerates its international expansion, competitors like Procter & Gamble, Colgate-Palmolive, and Church & Dwight are also intensifying their efforts to maintain their global market positions [5] - Procter & Gamble's international markets contributed approximately 20% of its net sales in fiscal 2024, while Colgate operates in over 200 countries, focusing on high-growth emerging markets [6][7] Financial Performance and Valuation - Clorox shares have declined by 26.3% year to date, compared to the industry's decline of 1.8% [11] - The company trades at a forward price-to-earnings ratio of 17.80X, below the industry average of 20.37X [12] - The Zacks Consensus Estimate for Clorox's fiscal 2025 earnings implies a year-over-year growth of 14.9%, while fiscal 2026 shows a decline of 5.3% [13]

The annual general meeting of the shareholders of Enefit Green AS (hereinafter the Company) (registry code 11184032, located at Lelle 22, 11318 Tallinn, Harju county, Estonia) was held on 26 June 2025 at 16.00 (EEST) at Lelle 22, Tallinn). The notice of calling the general meeting was published on 23 May 2025 in the stock exchange information system, on Company's website and on 24 May 2025 in the daily newspaper Postimees. The list of shareholders entitled to vote at the general meeting was determined on 19 ...

我们正处在自SaaS（软件即服务）诞生以来，B2B销售领域最深刻的一次变革之中。ICONIQ在2025年发布的一份最新报告揭示了一个正在分裂的市场：积极采纳人 工智能的公司正急速领先，而传统SaaS公司则在增长停滞、销售周期延长和转化率下降的现实中处境艰难。 这份针对205位负责市场推广与销售的高管的调查，呈现了严峻的现实：数据显示，SaaS行业的整体增长已连续两年停滞，但市场内部分化极其严重：人工智能原 生公司的试用-付费转化率达到了56%，而传统SaaS公司仅为32%，两者间形成了高达24个百分点的差距，并且这一差距还在迅速扩大。 深度应用AI的公司，几乎在所有关键指标上都超越了同行：更高的销售配额完成率（61% 对 56%）、更短的销售周期（20周 对 25周）、更低的单个销售机会成本 （8300美元 对 8700美元），以及显著提升的运营效率。 具体来看，这些AI原生公司呈现出令人瞩目的业务表现：年收入超过1亿美元的公司试用转化率高达56%，61%的销售人员能够完成配额目标，平均销售周期压缩至 20周，销售管道覆盖率达到3.8倍，单个销售机会成本控制在8,300美元，续约延迟率仅为23%。 锦秋基金（ ...