ARCADIA, Calif. (Dec. 30, 2016)–In his first try on turf, Vending Machine, who was a close third with a quarter mile to run, rallied to take Friday’s $75,000 Eddie Logan Stakes at Santa Anita by three quarters of a length, providing Norberto Arroyo, Jr. and Peter Miller with a stakes double. A Kentucky-bred colt by Hard Spun, Vending Machine got one mile on a turf course listed as good in 1:35.87.“I was grateful, thankful to have the horses I did going into both stakes today,” said Arroyo, who took the Kalookan Queen Stakes earlier in the day with Miller’s Bad Ju Ju and who also notched his third overall win on the afternoon. “I have been working both of Pete’s horses down at San Luis Rey (Downs, Training Center). They’re both doing very well and thank God they both showed up today.”Most recently second in the Grade III Cecil B. DeMille Stakes at Del Mar Nov. 27, Vending Machine was claimed by Miller five starts back for $50,000 on Sept. 2. Off at 12-1 in a field of nine 2-year-olds, he paid $26.20, $12.20 and $6.00.When asked about running Vending Machine on turf for the first time, Miller responded, “I trained his half-brother, Comma to the Top, and he won the Generous Stakes (Grade III, one mile) on the turf and being a Hard Spun, his progeny have done well on turf so I thought he’d like it.”Owned by the Sinnott Family Trust, Vending Machine registered his third win from seven starts and with the winner’s share of $47,520, he increased his earnings to $104,325.Favored at 2-1 with Drayden Van Dyke up, Soglio flew late to nab pacesetter Cistron for the place by a head. Soglio paid $4.20 and $3.00.Cistron, who assumed command right out of the gate, had a one length advantage on the winner turning for home but had to settle for third, 1 ¾ lengths in front of Curly’s Waterfront. Off at 3-1 with Luis Contreras, Cistron paid $3.20 to show.Fractions on the race were 23.86, 48.19, 1:12.52 and 1:24.29.Note: The Eddie Logan Stakes, run for the 11th time, is named in honor of Santa Anita’s iconic shoeshine attendant, who manned his concession from Santa Anita’s opening on Dec. 25, 1934, through New Year’s Day, 2009. Born on May 2, 1910, Logan, who was known to thousands as “The Footman,” died at 98 at his home in nearby Monrovia on Jan. 31, 2009. REFORMED CLAIMER BY HARD SPUN GETS MILE ON TURF IN 1:35.87
An SABMiller distribution worker stocktaking a delivery of Castle Lager at one of the company’s Johannesburg depots. Castle was the company’s very first beer product, launched in 1895 and still going strong today. (Image: One Red Eye/Philip Meech, SABMiller)Janine ErasmusFrom a small beer company established amid the rapidly growing goldfields of Johannesburg in 1895, South African Breweries (SAB) has grown to become the world’s largest brewer by volume, operating in more than 60 countries on five continents.The company’s very first product was Castle Lager, which is still going strong today, 113 years later.CE Graham Mackay, one of the architects of this successful international expansion, says he keeps careful watch over developments in beer markets around the world to make decisions from a global perspective.“Even in the depths of apartheid, when the country was isolated,” Mackay said in an interview with BusinessWeek, “we still would travel the world comparing our operating practices with those we found overseas, and studying how the Americans ran their wholesaling system, how the Germans ran their quality. There was benchmarking all the time.”Birth of an international brewing giantIn 2002 SAB merged with North American brewer Miller Brewing in 2002 to become SABMiller. The new company initially struggled to grow its market share, facing stiff competition from its archrival Anheuser-Busch, maker of Budweiser. In 2005 Anheuser-Busch imposed aggressive price cuts on its light and economy products during the summer holiday period but SABMiller still managed to expand its Miller Lite brand, although the economy segment did not fare as well.“Anheuser-Busch’s advantages are in the mainstream, where they have huge operating scale and can provide superior levels of service,” Mackay told Fortune magazine in 2007. “So I think we’ll take them on in things they are not as good at, which is premium brand development.”South African Norman Adami, recently retired after heading the US operation since 2003, has been hailed for boosting sales of Miller brands in that country, as well as his progressive vision in implementing strategies to make Miller more competitive with its rival. These included improving Miller’s relationship with its distributors, and introducing a system that made staff more accountable for their performance. He also initiated a one-day course for employees that took them back to the basics of beer making, with the aim of rekindling the passion for brewing.In the first three years of Adami’s tenure, Anheuser-Busch’s shares fell 4% while shares of SABMiller rose by 190%.Anheuser-Busch and SABMiller have faced off in other territories as well. In 2004 the beer giants fought it out over Harbin Brewery in China. SABMiller, which already owned 29%, put in an offer to buy another 29% but was outbid by Anheuser-Busch. SABMiller came back with a counter-offer, only to be outbid again. However, the company declined to continue with the bidding war, and in the end made a tidy profit by selling its current 29% share of the Chinese brewer, whose shares had jumped in value with the final bid by Anheuser-Busch.Developing global market shareToday SABMiller operates in more than 60 countries on five continents and has invested in emerging economies such as India, China and Eastern European countries as well as in developed markets.Although now a major global player, SABMiller remains South Africa’s dominant beer producer through the ever-popular Castle Lager, SAB’s multi-award-winning beer. The brewing giant is licensed to produce other top-selling regional brands such as Hansa Pilsener in South Africa, Snow beer in China, Italy’s Peroni Nastro Azzurro, Czech Republic brand Pilsner Urquell, and Miller Genuine Draft.Development of this portfolio of successful global brands is one of SABMiller’s strategies for future growth – the company intends to make some, if not all, of these brands available in all of its markets worldwide. Focusing on premium brands will also play a role in the company’s continued expansion, with increasing personal wealth in territories such as China and India resulting in a greater demand for premium beer.With its US$1.2-billion acquisition of internationally popular Dutch beer Grolsch in February 2008, SABMiller came to top the list of global brewers by volume. Its production outstrips that of rivals Belgium-based InBev, iconic Dutch brand Heineken and Bavarian brewer Anheuser-Busch. SABMiller also produces wines, spirits, and fruit and energy drinks, and is one of the largest Coca-Cola bottlers in the world.A vision for growthThe newly established South African Breweries became the first industrial listing on the Johannesburg Stock Exchange in 1897 and in 1898 listed on the London Stock Exchange, setting up an office there.In 1910, with the formation of the Union of South Africa and its subsequent incorporation into the Commonwealth, SAB seized the opportunity to spread northwards with the establishment of Rhodesian Breweries in what was then Salisbury.In 1950 SAB relocated its head office from London to Johannesburg, affirming its commitment to its country of origin. Meanwhile, in 1951 Rhodesian Breweries invested in a new brewery in Ndola, Zambia, and the following year opened a branch in Bulawayo, Rhodesia.In 1953 construction started on the Castle brewery in Isando, east of Johannesburg. At the time it was one of the most modern facilities in the world but today is no longer in operation. SABMiller currently operates seven breweries around South Africa, from Polokwane in Limpopo to Cape Town in the Western Cape, and several locations in between.In spite of heavy beer taxes imposed by the South African government in 1955, SAB was able to spend £400 000 in 1956 on buying out its rivals Ohlsson Brewery and Chandlers Union Brewery, who were both struggling as a result of the beer tax. The resultant consolidation of production and distribution facilities around South Africa allowed for a more efficient and cost-effective operation.With the lifting of the prohibition on black South Africans buying and drinking alcohol boosted SAB’s sales, with the country’s majority able to join its ranks of customers.SAB reached another milestone in 1964 when it obtained the right to brew Guinness in South Africa, becoming the first company outside Ireland to be granted this licence. The following year the company received permission to produce Amstel in South Africa, after successfully negotiating with Amstel Brouwerij of Amsterdam. Continuing on the expansion track, SAB took a minority shareholding in South West Breweries, which later became known as Namibia Breweries Limited when the country gained independence in March 1990.The company’s portfolio grew once again in 1966 with the inclusion of Carling Black Label, brewed under licence from the US-based Carling Brewing Company.A diversified companyDuring the apartheid years, when sanctions were in place and global investment was out of the question, SAB diversified into other areas such as hotels and retail, as well as other types of beverages.SAB took a controlling stake in the Stellenbosch Farmers’ Winery group in 1960 and immediately put funds aside for research into the cultivation of more varieties of grape. Non-alcoholic beverages such as tea and coffee also became part of the company’s investment portfolio. In 1967 SAB branched out into food production through its subsidiary Food Corporation.The launch of Southern Sun Hotels in 1969 took the company’s operations into the hospitality sphere. Along similar lines, SAB also bought a 38% share in property development company Retco Limited. In 1974 the company diversified further into retail with the acquisition of chain store group OK Bazaars, and later, clothing store group Edgars.SAB has since sold off its retail and manufacturing assets in order to focus on its core business.Strengthening its grip on the worldAlthough SAB had invested during the very early days in Rhodesia, now Zimbabwe, it was only decades later that its operations spread to other Southern African countries. In 1973 SAB opened breweries in Botswana and Angola. Swaziland Breweries came into the fold in 1976, followed by the Lesotho Brewing Company and Maluti Mountain Brewery, both in Lesotho, in 1981.However, trade and cultural sanctions were imposed in 1985 in protest against South Africa’s continuing policy of apartheid. It wasn’t until the early 1990s, once it became apparent that South Africa was heading irrevocably for democracy, that international trade became possible again.Eastern Europe was quickly identified as a primary target market, especially after the collapse of communism and the fall of the Berlin Wall in 1989. SAB made its first purchase in this region in 1993, entering the Hungarian beer market. Two years later it invested in Lech Breweries in Poland and today the Polish operations are responsible for the greater part of SABMiller’s profits in Europe.Further Eastern European investment during this period saw SAB setting up operations for the first time in Romania, and acquiring breweries in Slovakia and Hungary.Around the same time SAB targeted the Asian market, initially setting its sights on China. After negotiations with China Resources it acquired joint control, with that company, of Snow Breweries. Snow beer is now China’s biggest-selling beer and has grown at least 70% every year since SABMiller started to market the brand intensively in 2004.Aggressive international growthSAB listed on the London Stock Exchange in 1999 to raise capital for an international expansion drive. With £300-million in the bank the scene was set for SAB to make larger acquisitions and become a true global player.In 2000 it made its first foray into the Asian subcontinent with the purchase of Narang Breweries in India. During the following year it became the first international brewing company to enter Central America through the acquisition of breweries in Honduras and El Salvador.In 2002 SAB acquired 100% of the Miller Brewing Company in North America from the Altria Group, moving into the world’s largest developed beer market, and with the merger became known as SABMiller.The acquisition of Miller marked a change in SAB’s growth strategy, from smaller acquisitions in mostly emerging markets to becoming a big player in one of the world’s wealthiest and most developed markets.SABMiller has plans for its subsidiary to become even bigger. In October 2007 Miller announced that it was negotiating with Molson Coors Brewing to combine the US and Puerto Rico operations of the two companies. The new group MillerCoors, say analysts, will have a bigger distribution network and by consolidating operations will be able to achieve annual cost savings of an estimated $500-million after three years, becoming more competitive. The merger will be completed during the course of 2008 once final agreement has been reached.Since 2002 SABMiller has invested in Poland, Italy, Morocco, Algeria, Vietnam, and Slovakia, and expanded its operations in China, Russia, Australia, South America and India. China in particular holds huge potential for breweries, as it is now the world’s biggest market for beer consumption.Wayne Hall, SABMiller finance director in China, says that the company aims to develop about five big brands, and one huge brand – Snow beer, produced by subsidiary Snow Brewers. However, the premium market is not as much of a priority as it is in other countries because, says Hall, there are already 20 international brands jostling for position. Instead, SABMiller will focus on the mainstream market for now.SABMiller attributes much of its global success to the fact that South African managers placed in key positions overseas were able to deal effectively with the local cultures through their multi-cultural experience back home. And, says Graham Mackay, the company paid great attention to its mergers and acquisitions strategy, assessing potential purchases carefully before taking any action. The success of this strategy can be seen in the position the company occupies today.Useful linksSABMillerSouth African BreweriesCastle LagerMiller Brewing
Every so often, it is not enough for people in the community to be a “united front”. There is always a dire need for someone to take initiative. Taking initiative starts with a person taking time to understand and support community development. The aim should never be to make headlines but to create a movement and change mindsets within communities, this way, one can create a lasting impact.Babalwa Mbuku, is the Owner and Director of Ntombam Group, an organisation that equips girls with leadership skills and knowledge to help them deal with the challenges that they are faced with every day, learn to overcome them and make a difference in their communities.Babalwa is a woman born of God-fearing parents, from the roots of the Eastern Cape, in the small town of Umtata, growing up with great values including taking care of others.Miss Mbuku is extremely passionate about the girl child’s feminine care and dignity needs. As a period coach, she helps girls understand puberty and be able to embrace menstruation as a normal part of their development. Babalwa is also establishing herself as an entrepreneur who will be influential in the community to help others discover opportunities they were never afforded growing up.“We encourage them to live their lives positively, transforming them into better young women by educating them on all the factors that affect teenage girls today and to encourage personal growth. The idea is to provide unique and powerful experiences that build self-confidence and encourage self-exploration. It is vital that female adults become role models and play a part in helping teenagers gain personal power, grow self-esteem and encourage them to think beyond their current circumstances,” says Babalwa.Babalwa is motivated by the struggles in her community; she uses shortcomings as a way of identifying opportunities. The communities of rural Eastern Cape are plagued with poverty, lack of resources and information. It is amazing how stories told and uncontrollable circumstances give birth to many initiatives of goodwill. It was also a situation of misfortune that made Miss Mbuku stand up and play her part in the community, as she was tired of doing nothing to assist.“One day as I sat in my lounge watching daily news on Morning Live, I heard a plea that came from an Eastern Cape girl asking for free sanitary towels from the Minister. To my disappointment, the Minister’s response was ‘We can give out sanitary pads but we are still trying to find the best strategy’. That response shook me and I was prompted to find the strategy. I did my research and I got to know of a black owned sanitary manufacturing company. I sourced their product and got to distribute their sanitary towels in and around the Eastern Cape. I started to donate sanitary pads to the underprivileged in the rural areas and I have been actively doing so, up to this day”, Babalwa said.Charity is more than just generous actions or donations to aid the poor, it takes one person dedicating their life to assisting those who need help. When one sees the needs of girls less fortunate and plays a part to help, it gives immeasurable power to influence the world in ways that are exceptional. Helping girls from a tender age teaches them to trust themselves, grow and flourish into women who can find fulfillment in whatever circumstance they are in. This helps the girl child know what it is to conquer the world.With the number of young girls South Africa in dire need of Life Coaches, Role Models and Mentors, Babalwa is playing her part through her Ntombam Group, in grooming women of tomorrow.
After wowing South African audiences in 2010, Dada Masilo’s Swan Lake is enthralling the rest of the world. Combining traditional ballet with African dance, the performance has been described as fresh, upbeat, innovative, and diverse. It sensitively deals with issues such as homophobia and apartheid’s legacy. Dudu Masilo’s unique take on Swan Lake deals with social issues such as homophobia and apartheid’s legacy. (Dansens Hus, photos by John Hogg)• From page to canvas: Broken Monsters charity art show• Indigenous Games Festival promotes unity in South Africa • Gallery: South Africa’s rich and colourful heritage • Oppikoppi at 21: it’s always been about the music • Libraries: integral to democracies Compiled by Priya PitamberA troupe of South African ballet dancers has given a local twist to the Swan Lake story. It was commissioned by, and premièred at the National Arts Festival in South Africa in 2010. Now, the 13-strong dance company is touring the rest of the world, captivating audiences.Choreographed by Dada Masilo, the ballet combines classical movements with African dance. In Masilo’s take, Prince Siegfried doesn’t fall in love with Odette, who is under a sorcerer’s curse and transforms into a white swan at sunrise every day. He falls for a male black swan, Odile, an attraction that has fatal consequences.“Homophobia, forced marriages, the legacy of apartheid and the ravages of Aids are evoked with humour, sensitivity and lucid intelligence in a vigorous work of astounding beauty,” reads the Pittsburgh Cultural Trust website.Masilo studied at the Performing Arts Research and Training Studios (Parts) in Brussels from 2005 to 2006. She also trained at the Dance Factory in Johannesburg, and established her reputation as one of South Africa’s most renowned choreographers.Watch a snippet of the performance here:Masilo’s Swan Lake is currently touring the US, after touring the UK, to rave reviews.“Dada Masilo’s new version stands apart from so many others not only for the fresh and fast-paced style that comes with the addition of African dance, comic theatre and carnival, but for her wit and seriousness in handling the original ballet’s themes.” – Judith Mackrell, The Guardian“The ballet boasts incredible energy, attitude, innovation and diversity rarely seen in a typical ballet, all without sacrificing an engaging story and superb technique. One can’t help but offer a standing ovation to the bravery and ingenuity of a true artist and her incredible team.” – Olga El, Broadway World “Its politics are simple — against homophobia — and its manner is friendly, even near the start, when it makes fun of ballet conventions with broad narration about ‘surplus girls in the moonlight.’” – Brian Seibert, New York Times“Masilo’s brilliance lies in her ability to effortlessly weave the threads of so many themes — gender politics, art and artifice, the universality of the broken heart — into such strong and vibrant cloth.” – Natasha Gauthier, Ottawa Citizen(Images: Dansens Hus, photos by John Hogg)
Share Facebook Twitter Google + LinkedIn Pinterest Field work continues in Morrow County, Ohio as corn and soybean fields are well into the growing season. In fact, Brock Goodman’s corn field was almost too tall for the most recent application of 28 with the RoGator and Y-drops. The Ohio Ag Net’s Ty Higgins was able to jump in for a Cab Cam on July 6th, 2017.
Juventus boss Sarri admits Man Utd target Mandzukic not training with squadby Paul Vegas7 days agoSend to a friendShare the loveJuventus boss Maurizio Sarri admits Mario Mandzukic is not training with his first team squad as he prepares for a January exit.The Croatian striker has been tipped to join Manchester United when the transfer window re-opens and bolster Ole Gunnar Solskjaer’s attacking options. “Mandzukic is not training with us, in agreement with the club,” the Juve head coach told a news conference on Friday.”If the agreement changes, I am open to everything.”Sporting director Fabio Paratici confirmed talks with Mandzukic over his future this week.”With Mandzukic, we chose a quiet time for him to leave but a move to Qatar [in the summer] did not materialise so he stayed with us,” Paratici said.”Now we will talk to him and see what happens in January. We are evaluating, he is also evaluating. We need maximum calm, he is a great player.”It has been an added value in recent years, we must thank him. If he considers it appropriate to leave, we will satisfy him, otherwise he will consider other solutions.” TagsTransfersAbout the authorPaul VegasShare the loveHave your say
TagsTransfersAbout the authorPaul VegasShare the loveHave your say Bournemouth captain Francis: Howe would suit Englandby Paul Vegas6 days agoSend to a friendShare the loveBournemouth captain Simon Francis says manager Eddie Howe can coach England in the future.Francis is one of those who have made the journey from League One with Howe, who he believes would make a perfect successor to Gareth Southgate as England coach. But not yet.He told the Daily Express: “Eddie would be suited to the England job – but further down the line.“His sole aim right now is to be as successful as he can with Bournemouth. We were 9th a couple of seasons ago – and this squad is much better.“He will know that. He still has targets in mind, where he wants us to finish, what he wants to do before he thinks about going.“Eddie deserves a chance. I would love to see him one day – not anytime that I am still here – go and manage a top team, because he would be successful. He has everything.”
Advertisement Rachel McAdams knows how to hide in plain sight. More on that in a minute.She knew she wanted to be an actor from the day, age 12, that she stepped on stage at a children’s theatre camp in her hometown, St. Thomas, Ont., playing a fairy in A Midsummer Night’s Dream. All her senses were firing. She remembers every single thing about it – the curtain going up, the sound of the audience. “There was something inexplicable about it,” she said in an interview in Toronto last week.The jobs she’s landed since keep proving her 12-year-old self right. Her first gig, playing the head of an all-girl, alternative-universe crime-fighting squad in the 2001 telefilm Shotgun Love Dolls, conflicted with a Caribbean cruise she was about to take with her parents, but she didn’t care. She was much more excited about being employed. The Canadian series Slings & Arrows gave her the opportunity to be a luminous Ophelia. Then it released her to Hollywood, where she played the archetypal high-school evil queen, Regina, in the smash hit Mean Girls, followed directly by the archetypal spunky romantic heroine, Allie, in the even smashier hit The Notebook, the weepie that shot both her and her cute Canadian co-star, Ryan Gosling, to stardom. In any career, that’s known as an excellent start. Login/Register With: LEAVE A REPLY Cancel replyLog in to leave a comment Advertisement McAdams, who turns 38 this month, has a reputation for saying no more often than she says yes. “If I can’t hook into a role, I feel like I’m going to let everyone down,” she says. “That’s the only part I can control.” The first half of that statement strikes me as extremely Canadian. The second half, though – that’s experience. She certainly looks like a star, in a sleek white dress with black mesh accents and ankle-challenging studded strappy sandals. Her hair is shiny golden blond. She wears a couple of diamonds in each ear, and a couple of delicate, webby diamond rings on several fingers – including the ring finger of her left hand, which we don’t talk about. (Her ex-boyfriends include Gosling and actor Michael Sheen; her current one is screenwriter Jamie Linden.) Twitter Advertisement Facebook
BERLIN — German factory orders dropped in November, dragged down by a fall in demand from other eurozone countries.The Economy Ministry said Monday that overall orders were 1 per cent lower than in the previous month following a slight 0.2 per cent gain in October.The figure includes an 11.6-per cent drop in orders from elsewhere in the 19-nation eurozone, which more than cancelled out a 7.4 per cent gain a month earlier. Orders from inside Germany were up 2.4 per cent, and those from outside the eurozone rose 2.3 per cent.Factory orders are an important indicator for the German economy, Europe’s biggest, which shrank in the third quarter — though that drop was blamed to a large extent on one-time factors stemming from new car emissions standards.The Associated Press