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Let’s Build a Mine 2012


“Let’s Build a Mine 2012!” Hosted Networking Social

A Mining & Exploration Industry Event for Investors

Wednesday, Feb. 8th, 2012 (6-9 PM) in downtown Toronto

at The Exchange Tower (Akco Lounge on the concourse level) - 130 King Street West, Toronto, Ontario, Canada

With Great Hosts to Help You Network & Silent Auction of ‘Panning for Gold’ by Lisa Cripps

Sponsors:

CNSX - Canadian National Stock Exchange


Venturemind Corporation

Business Plans and Investment Presentations for Mineral Mining and Exploration Deals

The Staff Room provides outsourced HR and staffing services

Human Resources and Staffing Services for the Mineral and Mining Industry

MetroActive is organizing the first annual Let’s Build a Mine event in Toronto’s Financial District (at The Exchange Tower (Akco Lounge on the concourse level) - 130 King Street West, Toronto, Ontario, Canada) in the month leading up to PDAC 2012 (Prospectors and Developers Annual Conference).

The event will bring together mining and exploration companies, deal-makers, investors, and industry suppliers for an evening of networking among Toronto’s most active business professionals and investors.

Mining and exploration companies, as well as industry suppliers can get a head start on the 2012 investment season, ahead of PDAC and give first access to anxious investors looking for good plays. The reach of this program goes beyond the old, regulars in the industry and taps into many of the fringe individuals anxious to invest their money and are waiting to be approached with opportunities.

Join our MetroActive hosts and members for an evening focused on discovering and discussing Bay Street investment opportunities from brownfield exploration to post-IPO and established stocks. Take advantage of individual business introductions, socializing, and networking with the heads of some of Bay Street’s Mineral and Resource companies.  Enjoy the expertise of industry movers and shakers and uncover investment opportunities often only reserved for qualified investors, in a friendly social environment.

The evening will begin by focusing on business networking and information exchange and will later evolve into a more casual and relaxed atmosphere.

During the evening there will be an ongoing auction for ‘Panning for Gold’ a painting created by the talented Canadian contemporary artist Lisa Cripps, President of Capital Transfer Agency Inc and who’s paintings can be found on the walls of many Bay Street offices. You can bid for this painting online before the event. Proceeds from auction towards The Townships Project -

The Townships Project

This is a great opportunity to touch base with those that know what is happening in the investment community and on Bay Street. Don’t miss this unique opportunity to gain valuable insight and establish useful relationships with resourceful industry players.

Reserve your admission today. Most of our events are sold out and we have to turn away dozens of individuals who don’t buy tickets far enough in advance. Don’t delay!

Admission Price Includes: 1. One drink ticket good for house red and white wines, domestic bottled beer or bar rail drinks (vodka, rye, rum, gin) and 2. $100 in gift certificates from Nanni couture (high end Europen fashions at Hazelton Lanes, Yorkville)

Draw Prizes: A two hour consultation valued at $600 ($1,000 total value) provided by Lisa Smith-Maxam of The Staff Room, free 1 hour consultation on Investor Relations strategy and programs.

Host Companies:

Mag Copper Ltd. is a host sponsor of Let's Build A Mine 2012


Red Ore Gold is host sponsor of Let's Build A Mine 2012

 

Trelawney Mining & Exploration is host sponsor of Let's Build A Mine 2012

Boxxer Gold

Dress Code: Business attire or equivalent

Note: You must provide proof of full payment for admission into the event. Purchase is non-refundable, but can be transferred to another individual as long as you provide that person with your proof of payment along with your signature on the bottom and note that says “I transfer my ticket to the bearer of this receipt”. We reserve the right to change event details without notice, so make sure you check event post online before event. We reserve the right to refuse admission to the event or to remove individuals from the event without refund of admission price, for whatever reason, but especially for inappropriate behaviour or complaints from, or harassment of other guests. This event is not appropriate for network marketing or multi-level marketing sales or recruitment. There may be a photographer and film crew present to record parts of the event – if you would like to be omitted from the recordings you must indicate so in writing upon signing in at the event. You’re contact information will be provided to the sponsors of the event unless you indicate in writing upon signing up at the event.

The HNS is managed and hosted by MetroActive (www.MetroActive.org), a GTA leader in business-to-business networking and social interaction. MetroActive is Canada’s premier business networking organization begun in 1997 and with a membership based in the Greater Toronto Area and which is primarily composed of corporate executives, business owners, entrepreneurs, investors and other high net worth, high disposable income individuals. You can see pictures from some of our over 1,000 past events on our facebook group page - http://www.facebook.com/groups/2367429038/. We are also on LinkedIn, twitter, meetup, youtube and yahoogroups. At October’s event we had over 120 people attending and at November’s event we had over 130 and had to turn away people at both events that hadn’t bought or reserved their ticket in advance.

OPTIONS (all options include one drink ticket – Bring your proof of payment for admission):

1. Reserve your spot now for only $7.50 plus $0.98 HST (Non-refundable) to guarantee your spot and ticket price and pay $60 cash at door ($53.10 plus HST of $6.90).

2. Buy your ticket now for $60.00 ($53.10 plus $6.90 HST) and guarantee you’ll have your spot.

3. Show up at the event and pay $60 ($53.10 plus HST of  $6.90) – NOTE: Door price may increase before event.

FOR DETAILS:

MetroActive t: (416) 564-0245

LAURENT-PERRIER announces sharp increase in results for first half of 2011-2012

 

 

A Grand Century Ewer

Laurent-Perrier is one of the few champagne houses listed on the French stock exchange dedicated exclusively to champagne and focused on the premium segment. Laurent-Perrier offers a broad range of products renowned for their quality, and sold under the brands Laurent-Perrier, Salon, Delamotte, and Champagne de Castellane.

  • Results in line with strategic choices
  • Above market growth for Laurent-Perrier brand
  • Increase in premium champagnes and export sales ratios
  • Markedly positive price/mix effect  
  • Significant improvement in operating margin  
  • Further improvement in cash-flow and debt reduction

The accounts for the first half of the 2011-2012 financial year have been reviewed by the Supervisory Board chaired by Maurice de Kervénoaël.

Main audited financial data

September 30

H1
2010-2011

H1
2011-2012

Change on Y-1

Turnover

81.2

92.0

+ 13.3%

Operating profit

9.9

19.9

x 2

Operating margin (%)

12.2%

21.6%

+ 9.4 pts

Group net income

2.96

9.49

x 3

Earnings per share (euros)

0.50

1.61

+ 1.11?

Net cash flow*

- 17.2

- 14.2

+ 3.0M?

* Cash flow from operations minus net investment, minus dividends

Commercial performance higher than market average

The 13.3% increase in turnover reflects a better than market average commercial performance: Group sales volumes rose by 5.8%, whereas global shipments by champagne houses rose by only 2.2% between April and September 2011.

Thanks to a speeding up growth, the Laurent-Perrier brand has galvanised Group performance. Its value indicators continued the recovery begun in 2009-2010, with the export ratio gaining 3.8 points to 73.8% and the premium champagne ratio rising 3.3 points to 38.4%. Activity was especially dynamic on markets outside Europe, where the proportion of sales grew by 3 percentage points relative to the first half of last year. Especially noteworthy were the United States and Japan, where sales were up sharply over the half-year, confirming the brand’s growing international presence.

Taking advantage of a steady, coherent brand development investment policy, Laurent-Perrier has benefited from the warm welcome given to the new boxing and labelling of the brut champagne lines in January, from the launch of the 2002 vintage champagne and from communication campaigns featuring Cuvée Rosé.

The Group’s price/mix effect became markedly positive once more, at 7.8% compared with a negative 15.7% in the first half of the last financial year on the strength of the increased contribution of the Laurent-Perrier brand to turnover, the successful launch of Salon’s 1999 Vintage, and the price increase implemented during the first quarter.

Significant improvement in operating margin

Operating profit rose for the third consecutive semester, increasing by close to 10 million euros compared with the first half of the last financial year, and driving the operating margin above the 20% threshold to 21.6%. This significant improvement highlights the following advances:

  • Gross margin picked up at 51.1%, a gain of 3.2 points in the first half thanks to a positive price/mix effect combined with an improvement in the grape harvest margin due to higher yields.
  • At 27.5 million euros, commercial and administrative costs fell by 1.2 million euros over the period. The decrease reflects the Group’s continued strict financial management. Brand development investment amounted to 7.3% of turnover, in line with the long-term average.

The financial result was stable compared with the first half of FY 2010-2011, at 5.3 million euros. The tax rate was down slightly at 34.5%.

Group net income came to 9.49 million euros, treble the amount for the first half of the previous financial year.

Further improvement in net cash-flow and net debt reduction

Compared with the previous year, net cash-flow continued to pick up. Even if it remained in negative territory due to the seasonal nature of Group activity, it improved by 3 million euros during the six month period thanks to the trebling of net income and the stabilisation of inventory levels.

The Group has, therefore, passed a new milestone in its debt reduction programme, which fell by 30 million euros in the space of twelve months, cutting the ratio of net debt to equity by 29 points in a year, to 120%.

Inventory levels remained far higher than net debt, standing at 1.65 times net debt, compared with 1.51 times a year earlier.

Outlook for 2011-2012

Commercial and financial performance in the first half cannot be extrapolated to the rest of the current year, as the global economic environment will be more uncertain in the second half and the comparison basis less favourable.

The Group can nevertheless reassert its strategic choices.

Its priority remains to speed up the pace of international development for the Laurent-Perrier brand. This will be driven by sustained investment in the brand image, notably with the celebration of the House’s bicentenary in 2012.

The Group will continue to strengthen its balance sheet in line with the wishes of family shareholders, who intend to defend the independence of the House and pursue its development over the long term.

Code ISIN: FR 0006864484
Bloomberg: LAUR FP
Reuters: LPER.PA
Laurent  Perrier belongs to compartment B of Euronext Paris.
It is part of the CAC Mid & Small, CAC Mid 60 and CAC All-Tradable indices

Etienne AURIAU

Anne-Laure DOMENICHINI

Chief Financial Officer

Corporate Communications Manager

( + 33 (0)3.26.58.91.22

( + 33 (0)3.26.58.91.22

www.finance-groupelp.com:
http://www.finance.laurent-perrier.fr/

Provisional financial timetable

Third quarter 2011-2012 results: 14 February 2012
Annual results: 30 May 2012

Appendix

Breakdown of change in turnover

2010-2011

2011-2012

Q1
1 April
-
30 June

Q2
1 July
-
30 Sept.

H1
1 April
-
30 Sept.

Q3
1 October
-
31 Dec.

Q4
1 January
-
31 March

Q1
1 April
-
30 June

Q2
1 July
-
30 Sept.

H1
1 April
-
30 Sept.

Turnover (?m)

36.8

44.4

81.2

84.2

32.4

41.0

51.0

92.0

Change / Y-1

17.3%

28.6%

+ 23.2%

12.7%

3.8%

11.5%

14.8%

13.3%

o/w
Volume Effect

40.3%

35.1%

37.6%

15.2%

8.4%

- 2.0%

12.2%

5.8%

Price/Mix Effect

- 24.1%

- 8.2%

- 15.7%

- 3.9%

- 5.4%

14.0%

2.8%

7.8%

Exchange Rate Effect

1.0%

1.6%

1.4%

1.4%

0.8%

- 0.5%

- 0.2%

- 0.3%

Domaine Laurent-Perrier – 51150 Tours-sur-Marne – France
Tel: 33 (0) 3 26 58 91 22 – Fax: 33 (0) 3 26 58 77 29

Laurent-Perrier, s.a. A Directoire et Conseil de Surveillance au capital de 22 594 271,80 Euros
R.C.S. Reims b 335680096 – siret 335 680 096 00021 – APE 6420Z
Champagne Laurent-Perrier – Champagne Salon – Champagne Delamotte -
Champagne de Castellane

 

www.finance.laurent-perrier.fr

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Hard Money Loans

A hard money loan is a specific type of asset-based loan financing through which a borrower receives funds secured by the value of a parcel of real estate. Hard money loans are typically issued at much higher interest rates than conventional commercial or residential property loans and are almost never issued by a commercial bank or other deposit institution. Hard money is similar to a bridge loan, which usually has similar criteria for lending as well as cost to the borrowers. The primary difference is that a bridge loan often refers to a commercial property or investment property that may be in transition and does not yet qualify for traditional financing, whereas hard money often refers to not only an asset-based loan with a high interest rate, but possibly a distressed financial situation, such as arrears on the existing mortgage, or where bankruptcy and foreclosure proceedings are occurring. Many hard money mortgages are made by private investors, generally in their local areas. Usually the credit score of the borrower is not important, as the loan is secured by the hard asset value of the collateral property. Typically, the biggest loan one can expect would be between 65% and 80% of the property value. That is, if the property is worth $100,000, the lender would advance $65,000–80,000 against it. This low LTV (loan to value) provides added security for the lender, in case the borrower does not pay and they have to foreclose on the property.

Loan structure

A hard money loan is a species of real estate loan collateralized against the quick-sale value of the property for which the loan is made. Most lenders fund in the first lien position, meaning that in the event of a default, they are the first creditor to receive remuneration. Occasionally, a lender will subordinate to another first lien position loan; this loan is known as a mezzanine loan, a second lien or a junior lien. Hard-money lenders structure loans based on a percentage of the quick-sale value of the subject property. This is called the loan-to-value or LTV ratio and typically hovers between 60 and 80% of the market value of the property. For the purpose of determining an LTV, the word “value” is defined as “today’s purchase price.” This is the amount a lender could reasonably expect to realize from the sale of the property in the event that the loan defaults and the property must be sold in a one- to four-month timeframe. This value differs from a market value appraisal, which assumes an arms-length transaction in which neither buyer nor seller is acting under duress. Below is an example of how a commercial real estate purchase might be structured by a hard-money lender:

65% Hard money (Conforming loan)
20% Borrower equity (cash or additional collateralized real estate)
15% Seller carryback loan or other subordinated (mezzanine) loan


History

Hard Money is a term that is used almost exclusively in the United States and Canada where these types of loans are most common. In commercial real estate, hard money developed as an alternative “last resort” for property owners seeking capital against the value of their holdings. The industry began in the late 1950s when the credit industry in the U.S. underwent drastic changes (see FDIC: Evaluating the Consumer Revolution).

The hard money industry suffered severe setbacks during the real estate crashes of the early 1980s and early 1990s due to lenders overestimating and funding properties at well over market value. Since that time, lower LTV rates have been the norm for hard-money lenders seeking to protect themselves against the market’s volatility. Today, high interest rates are the mark of hard money loans as a way to compensate lenders for the risk that they undertake.

 

Cross collateralizing a hard money loan


In some cases, the low loan-to-values do not facilitate a loan sufficient to pay off the existing mortgage lender, in order for the hard-money lender to be in first lien position. Because a security interest in the property is the basis of making a hard money loan, the lender usually always requires first lien position of the property. As an alternative to a potential shortage of equity beneath the minimum lender Loan To Value guidelines, many hard-money lender programs will allow a “Cross Lien” on another of the borrowers properties. The cross collateralization of more than one property on a hard money loan transaction, is also referred to as a “blanket mortgage”. Not all homeowners have additional property to cross collateralize. Cross collateralizing or blanket loans are more frequently used with investors on Commercial Hard Money Loan programs.

 

Commercial hard-money lender or bridge lender programs

Commercial LEt and bridge lender programs are similar to traditional hard money in terms of loan to value requirements and interest rates. A commercial hard money or bridge lender will usually be a strong financial institution that has large deposit reserves and the ability to make a discretionary decision on a non-conforming loan. These borrowers are usually not conforming to standard or other residential conforming credit guidelines. Since it is a commercial property, they usually do not conform to a standard commercial loan guideline either. The property and or borrowers may be in financial distress, or a commercial property may simply not be complete during construction, have its building permits in place, or simply be in good or marketable conditions for any number of reasons.

 

If the property owner defaults on the commercial hard money loan, the property owner may lose the property to foreclosure to the investors. The property owner may have to sell the property in order to satisfy the lien from the commercial hard-money lender, and to protect the remaining equity on the property.


Hard money rate

Hard Money Mortgage loans are generally more expensive than traditional sub-prime mortgages. However all mortgage loans are not necessarily considered to be a high cost mortgage. Generally a hard money loan carries additional risk that a borrower is aware of. Private investors are generally only willing to create hard money loans in return for a very high interest rate plus five points to secure the loan. Rather than selling the property a borrower will opt to keep the loan and if a lender is willing to assume some of the risk by offering a hard money loan.

 

Hard money points

Points on a hard money loan are traditionally 1 to 3 more than a traditional loan, which would amount to 3 to 6 points on the average hard loan. It is very common for a commercial hard money loan to be upwards of four points and as high as 10 points. The reason a borrower would pay that rate is to avoid imminent foreclosure or a “quick sale” of the property. That could amount to as much as a 30% or more discount as is common on short sales. By taking a short-term bridge or hard money loan, the borrower often saves equity and extends his time to get his affairs in order to better manage the property.

All hard money borrowers are advised to use a professional real estate attorney to assure the property is not given away by way of a late payment or other default without benefit of traditional procedures that would require a court judgment.

Questions – want to find out more

contact me directly jw@PeakPerformersFinancial.com or visit www.rrspsafehaven.com